Will you Thrive or Survive?

1.  What is your level of proficiency?

2.  Where do you need or want to be in the future?

This guide introduces a basic, quite crude model, to help all types of energy user:

It’s meant to be a simple guide based on practical experience and feedback from energy users over the years.
The real value often comes from talking about this with the other people involved. 

 The model has 5 levels:

• Level 0: I don't think about energy efficiency
• Level 1: Foundation Level
• Level 2: Everyday Champion
• Level 3: Smart Savers
• Level 4: Master Practitioner or Leader

We rely too much on just hoping we're efficient

• Many organizations waste at least 20-30% of the energy they buy. (#CarbonTrust)

• In some countries, buildings consume two to three times more energy than their equivalents in other countries. (#BetterBuildingsPartnership)
• We rely too much on others to tell us what is efficient despite them not knowing our operations and having to make assumptions.
• Our fear of making mistakes also means we inevitably overprovide in our facilities and operations.
• Recognize the avoidable energy waste coming from overprovision and take advantage of the opportunity!

Thrive or Survive

Surviving means we carry on as we are i.e. business as usual which often means fear, anxiety and a lack of trust.

Or we can focus on thriving with the courage to try things out – the ultimate aim is to be confident we’re only using what we need.

Thriving relies on both technical and behavioral solutions; behaviors are important as proficiency in energy performance always comes back to the people involved.

This basic 5 level model is based on practical experience from over 25 years of improvement projects. The secret is to connect the technical, behavioral and operational aspects of change.

Logistics Company Achieves ISO 50001 in Record Time

Challenge: Involve, empower and train local everyday champions, doing it for themselves

Result: ISO 50001 certification achieved in less than 6 months with a new continual improvement energy system in place 

“This is a fantastic achievement and demonstrates how a collaborative and focused approach can bring our teams together from different countries and at all levels in our business to gain this certification so quickly. I am impressed with the team’s commitment to energy management and their enthusiasm in meeting the aims of our policy.” Company Chief Operations Officer, 2018 

“It has been a pleasant surprise to audit a company that is doing it not only because it is needed, but also because they are into the subject!” External ISO 50001 Auditor

The 5 Proficiency Levels 

Level 0: I don't think about energy efficiency - it's all on most of the time

At level 0, the behavior tends to leave systems on for maximum levels of service or because there are perceived service or reliability issues. In reality, this practice isn’t adding value, but it is just significantly overproviding
We see this in some areas in at least 50% of the organizations we work with.

Level 1: Foundation Level - I'm active but risk averse

At level 1, individuals and teams are more aware of the drivers, but actions are low risk.
The problem is often that you still see energy & water savings going against other operational (priority) objectives.
Some of our colleagues call this level (a bit tongue in cheek) ‘toeing the line’:
– Some systems and equipment may be switched off, but generally…
– This only happens when risks are considered very low because of our fear of making mistakes.

“We have the water savings technology so surely our toilets must be efficient!?” our Customer Services Manager said, but in practice metered consumption showed the full flush button is still used most of the time.

Example Hospitality Lounge Chart – Visualizing Avoidable Waste

• Red shows typical energy consumption over a day, 24 hours
• In green, the chart plots the number of customers using the space over the same time period
• Comparing the two, through a commercial lens, means the avoidable waste jumps out at you
• Since then, the teams are now making progress and have saved the equivalent of $30,000 per year in reduced energy consumption (to 2019), with much more opportunity to target

Level 2: Everyday Champion - making it work as intended

At level 2, we find ourselves thinking about energy & water performance for 20 minutes or so every day.
Everyday champions can thrive in most cultures, often working by themselves in areas they know well.
This is about doing things right, following well-known operational practices and procedures.
Some measures may require some technical knowledge or input, such as understanding the benefits of upgrading boilers or retuning air-handling units.

Challenge:  Controls service partner to re-tune the air-handling units (AHUs) so they work properly again

Approach: Apply remedial measures and track savings on AHUs for a trial area so the system is controlled by ventilation requirements as intended – rather than being left on at full power, all the time

Savings per year (Electricity use): Low: 700 MWh; High: 650 MWh; Most probable: 600 MWh

See chart below

The 'Before' chart shows electricity consumption for one of the AHUs in the trial area over 7 days; you can see it only switches off overnight otherwise it runs at full speed (and full power) every day. The 'After' chart illustrates 70 to 80% daily reduction in energy consumption for this targeted area of use.

Level 3: Smart Savers – connections for ‘Win Win’ solutions

Level 3 is more sophisticated. We see many champions working effectively at this level. They prioritize projects with multiple benefits: a ‘Win’ for the organization and a ‘Win’ for  the people involved.

Typical Impact

• Bigger wins come about when you collaborate and work closely with colleagues, particularly when you involve others who best understand the levels of service required
• You learn from experience, though you can struggle converting action into on-going continual improvement for long-term savings

Example Key Actions

• Connect strategies and prioritize projects that improve service, occupant comfort. Make maintenance easier, as well as cutting costs and pruning environmental impact
• Apply tools that better connect people and simplify the process e.g. #Pareto80/20

Challenge: Building FM team to upgrade an airport departures lounge lighting system

Approach: Lighting upgrade to reduce energy consumption by 60-80% and also improve the ambiance in the area for passengers

Savings per year (Electricity use): Low: 120 MWh; High: 170 MWh; Most probable: 150 MWh

Level 4: Master Practitioner & Leader - taking pride in only using what you need

Level 4 is the pinnacle – the point when you have the proficiency to be absolutely confident you’re ‘only using what you need’. Some consider this is as the point of utopia to continuously move towards, that delivers overall best value, but one that you never actually reach.

Challenge:  Process performance improvement team were challenged to see how low they could go (in energy consumption) for a trial material handling process

Approach: ‘100-day plan’ of steps to highlight the level of avoidable waste and to apply an on-demand philosophy to the process to demonstrate how low they could go (utopia) by reprogramming the controls

Savings per year (Electricity use): Low: 500 MWh; High: 1000 MWh; Most probable: 750 MWh

See chart below

The left-hand side of the chart shows the (pre) electricity consumption profile over one day; the materials conveyor is switched on in the morning, it turns off for a few times during the day on its existing controls, but generally it is running, consuming energy for most of the time before being switched off at night. The right-hand side shows the results the team managed to achieve during the review; the chart demonstrates a very high 95% saving in energy consumption. This was a much-targeted area of use and, as such, we wouldn’t set this level of saving as a target in reality, but the factor 10 improvement does demonstrate that significant savings could be achieved by challenging current assumptions and so provides the Level 4 utopian target to aim for.

Join the New Age of Energy Leadership

At the beginning of this guide, we posed two questions:

1. What is your level of proficiency?
2. Where do you need or want to be in the future?

Yes, there’s good work going on, but we all know there’s so much more we can be doing – the time to do more is now.

This is a basic model to help champions and teams think about where they are and how they can help improve performance.

It provides a ladder that can be metaphorically climbed; you can’t just jump to the top – this is a process of getting fitter and staying fit.

Think about the opportunities you see, the savings that could be achieved and the actions that would help you deliver lasting change.

What’s important is that you just go for it. Don’t worry about being wrong or making mistakes – it doesn’t have to involve anything fancy or risky, just set up the simple structures to help manage the process and develop your level of energy proficiency and performance.

The everyday champion mindsets don’t change – focus on making it personal, making it focused, making it continual and making it desirable. And most importantly, make it yours.

In recent years, we’ve seen a new drive towards people-led approaches to sustainability in organizations. It's up to you to join in!

Example Sustainability Leadership Ladder for Energy & Water – collaborating for change

In 2018, an airport set about bringing together their business partner energy consumers around a drive for reducing energy & water consumption through better overall efficiency practices. The airport has been doing well in reducing energy & water consumption within its own operations but wanted to work more closely with its business partners, building on good work going on already across the airport.

A key part of the strategy was to co-create the shared vision together: as well as targeting ‘reducing consumption’ and achieving a ‘better utilization of resources’, the team prioritized ‘doing it together’ to influence and make it easy for colleagues and business partners to contribute.

The table below illustrates the summary application of the proficiency model used to help identify current levels of proficiency and  performance, identify the opportunities and input into the developing strategy.

Click to view the table!

We’ve found anyone can be a Big Green champion at work by just spending 20 minutes a day:

• Taking personal actions that are often the quickest and cheapest way of achieving energy and resource savings at work.
• Applying a few key techniques to get your colleagues involved too, doing it for themselves.
• Setting up the metrics that track your progress to inspire success.

In this guide, we describe 5 key mindsets we often promote to all everyday champions, ambassadors, gurus and key-connectors for success: 

Why do it

• Help make your working environment more comfortable and productive.
• Improve your own skill sets and performance.
• Be part of a community of practice making a difference.
• Take pride in your achievements and recognition – only using what you need.
• Try out new ways of working for the future for more sustainable processes and buildings.

Easy ways to start off

To improve performance and deliver best value for your customers.

Think about easy ways to reduce energy consumption 

• Prioritize easy ways to conserve energy before significant investments in more technology (#EnergyHiearchy).
• Talk about Big green ideas and actions you can take with colleagues and develop business plans for doing more.
• Act on your ideas at work and at home – ‘Just do it’ to break through the barriers.
• Commit to successful changes long-term.
• Set measures to reduce consumption and right size any future investments made.

Target inevitable avoidable waste in most operations 

In practice, we are all human and naturally risk-averse, so we err on the side of caution and over-provide on our services.

Thus, we consume more energy and other resources than needed. This overprovision is what we call ‘avoidable waste’.

Many have demonstrated they’re saving 2-5% in utilities resources use, and then achieving the same again, year on year.

This is not about just reducing consumption – optimize across all your objectives for best overall value.

Simple steps to raise your awareness and understanding 

1. Find out about your current energy and utilities consumption and cost. 
2. Highlight your energy waste through energy reviews (day and night) – take photos.
3. Understand how your activities impact on energy use and the importance and benefits of better performance.
4. Think about how any future changes may impact on energy use and performance.
5. Talk to senior managers about the opportunities and what’s required in terms of financial and other resources to improve energy performance.

Step 1: Make it Local – what you know

Focus on local activity 

• Put an energy-saving hat on and go out into the areas you know well to look for opportunities for improvements.
• Think of energy as a service. Talk to your customers about what’s important to them.
• Look for ways to reduce consumption for equipment and processes you use or influence.
• Think about operational, technical and behavioral ideas to find a more effective & better ways of delivering service.
• Keep records to log your ideas and actions, track progress and share them with others.

Connect with others 

Connect with colleagues who also can affect your significant energy and  resources use: 

• Those with hands-on control of substantial energy use. 
• Those with decision making capability which impacts on sustainability performance.
• Include top managers, design, sustainability, procurement and local facilities colleagues.
• Don’t forget service partners, contractors, other specialists and consultants.
• Anyone who’s interested in influencing local energy use.

A Restaurant Team’s Fire-up Schedule Example

Big Idea: to raise awareness of equipment operational times and make it easier to make changes in a coordinated way:

1. Identify the equipment which consumes significant energy 
2. List out the equipment, its power use and the hours it’s on 
3. For each, challenge operation times and discuss ideas for reducing power demands ways to reduce running hours
4. Track the loads on targeted equipment (e.g. using daily diaries) and try out ideas to save energy on a trial basis
5. Continually review and adjust the fire-up schedule as possible 

Total savings: $51,000 a year from 25% reduction in consumption

1.  Is it needed? — Switch it off 
2.  Is it over-providing? — Turn it down 
3.  Is it working as intended? — Fix it

A University Estate Team’s 100 Day “Quick Win” Action Plan 

Big Idea: to target heating as it’s the largest utility cost for most buildings.

1. Consolidate workspaces and switch off buildings that are no longer needed. 
2. Turn down the temperature in other areas where it’s too warm (1°C reduction saves 8 to 10% in heating bills).
3. Reduce any uncomfortable cold draughts using draught stripping.
4. Make regular checks for opportunities for systems not working optimally.
5. Only then replace inefficient equipment and invest in improving insulation levels. 

Total savings: $193,000 a year achieved in reduced heating costs

Step 3: Make it Continual – do it together 

Work with colleagues to lock in savings through continual improvement. 

• Quick wins are about individuals working by themselves in areas they know well.
• Bigger wins that stick come about when an everyday energy champion and teams work closely together.

ISO 50001 is the world’s energy management standard to help us coordinate our efforts through continual improvement.

This is about getting fitter in the way we run our processes and facilities and then staying fit;  engineers may think about it as a process of continual commissioning.

The mindset needs to be one of challenge, trying out new ways, asking for feedback and continually improving as we go.

Rather than waiting for a big step change project, it’s better to take an incremental approach to making improvements — you learn and make savings as you go, and you’ll find the step changes happen naturally.

Build habits: rethink a habit for 21 straight days then continue to do it for another 90 days for it to be a way of life (#21/90 rule).

Role modelling demonstrates to others what can be done – stories you tell can help reinforce opportunities and impacts.

An Airport Team’s Approach to Making Lighting Improvements

Big Idea: innovation trials looking at different ways to improve lighting by involving users across the airport.

1. Local colleagues identify over-lit areas to remove surplus fittings and install basic controls (quick wins).
2. Engineers trial different solutions: from easy-fix retrofits (saving 30 to 60%) to the latest LED fittings (saving 50 to 80%).
3. Local facilities staff look at the best ways to switch and control lighting locally (saving up to 90% in targeted areas of use).
4. Bringing together all of this work into a simple menu of standardized and proven lighting solutions
5. Roll out the standardized approach with a $1.3m lighting upgrade project

Total savings: $515,000 a year (2.5-year payback)

Step 4: Make it Desirable – create the ‘Win Win’ 

‘Win Win’ stands for benefits for both the organization and the people involved.

The ultimate outcome is a ‘Win for All’.  Ultimately ‘Win’ should work for our organizations, customers, the planet, and also ourselves:

• Company directors and managers may support projects that deliver big savings at minimum cost, helping to make the organization a leader in the industry, enhancing customer service, competitiveness and delivering Net Zero goals.
• Energy and environmental gurus and specialists may better support ways that help accelerate the change part of their energy and environmental strategies.
• Service partners and suppliers may want more user feedback to help them improve their products and services and give them a competitive edge.
• Local staff and managers may want to take pride in delivering a better service and develop their skill sets and performance to give them greener eyes for the future.

Be careful about tech-only solutions 

Efficiency technologies and controls have great potential for energy saving, however often: 

• There’s a risk they don’t achieve the desired savings, or savings fall away over time, as key stakeholders may not be properly bought into the process.
• In practice, tech solutions totally rely on a social and behavioral context; negotiation with and acceptance of new technologies by colleagues should be a fundamental part of any (continual) optimization process.
• Combining technical and people solutions can lead to more enhanced bigger energy savings than anticipated, savings locked in longer-term.

Procuring new equipment: 

New appliances are still bought by many on a “buy the cheapest” basis, only considering the lowest purchase price. The highest eco label may not be the most sustainable one to buy. For example, when buying a new fridge freezer, you may think an A+++ is the best. However, tools like ‘Total life costing’ may show that the A++ is the most sustainable from a whole-life  financial perspective, offering lowest life-time cost whilst also achieving over 50% reduction in carbon emissions, and better features for users, compared to the A model.  

This most sustainable best buy for you will depend on optimizing across all your key objectives.

Step 5: Make it Yours – metrics that sizzle 

Include a range of measures for best results 

Look for a combination of metrics that measure success but also help generate the green sparks and sustain momentum over the longer term:

1. Make it personal — Track the number of ideas and actions
2. Make it focused — Quick win savings (measured bottom-up)
3. Make it continual — Year-on-year energy reduction
4. Make it desirable — Track positive outcomes

Set your measures to motivate and embrace change, track progress and take pride in only using what you need.

The best measures to use will depend on your organization and the others involved – start simple with know what would work best.

Momentum – ideas to lock in results long-term 

Make connections with others as a way to continually draw on new ideas through collaborative networks, clubs and projects.

Operational controls, design standards and procurement processes can help reinforce key behaviors and performance.

Monitoring and targeting processes can help check behaviors and identify problems quickly enough to maintain momentum.

We’re all learning all the time. Studies show that local ownership and control is often one of the most effective ways of delivering lasting change for better sustainability performance.

Gain mastery through continual learning, innovation and personal leadership. Learn through experience and perseverance to further develop your confidence and resilience.

Best of luck and enjoy the process!

The list generally follow the resources hierarchies, and is based on optimized life-cycle costing principles to ensure approaches are as cost effective as possible. These ideas look to first prioritize quick wins, hearts and minds, and low cost conservation measures to reduce consumption as much as possible, before investing in significant clean efficiency technologies and renewable energy sources. Look for this symbol ($) to get an idea of how expensive it could get.

The list is split across seven category groups: Lighting; Small Power; Process Equipment (using motors & drives); Heating, Ventilation & Air Conditioning (HVAC); Transport, Water; and Low and Zero Carbon Technologies (LZC).

The first category area to think about is lighting. For most organizations, lighting can account for at least 15 to 20% of electricity costs. Lighting can make up as much as 50% of electricity consumption in some office areas! We all typically waste a lot of the energy consumption we use for lighting. We only need to light what people need to avoid having lights on when not required.

3. Reconsider lighting levels both inside and outside

• Different tasks and different people require different light intensity. Often light levels are set for the worst-case situations.
• Consider types of work being carried out and who is involved. Perhaps some spaces are being over-illuminated…?
• Try different levels of intensity to see if comfort, health & safety and productivity are unaffected or even improved.
• Don’t be afraid to take out or dim down lights – they can always be turned back on!
• Involve local management and facilities teams. 

5. Switch off lights when leaving the room, even if it’s just for a short break

• It’s a common misconception to believe that switching lights on and off uses a lot of electricity. In reality, for example, switching off a modern fluorescent lamp for 15 minutes, and switching it on again, will save 99% in energy use! 
• Introduce a switch-off policy / campaign.
• Ensure switches are clearly labelled and accessible and add in more switches if needed.
• Consider simple timeclocks when lighting is required at specific times.
• Talk to colleagues about what’s needed to make this easy for everyone.

8. Retrofit existing light fittings ($)

• Upgrade and reuse existing light fittings by replacing older style lamps with LED retrofits.
• Add additional reflectors, if possible, to help spread the light more across the room.
• You can often remove a proportion of the lamps which will also help to significantly reduce energy consumption.

10. Install presence detectors

• Target intermittently areas such as corridors, circulation spaces and meeting rooms.
• Microwave or passive infrared sensors can switch lights on and/or off, or dim them down, by sensing the presence of people so reducing inefficiency when lights aren’t needed.
• In areas with good daylighting, using absence detection can allow people to switch lights on and then sensors will switch them off again. 
• In areas that require lighting all the time, light levels can be dimmed down to a minimum setback when no one is around.
• Continually fine tune control settings to maximize benefits.

Electrical 'small power' includes all of the unfixed equipment and appliances that are usually ‘plugged’ into the electricity circuits of the building.

Collectively, small power consumption can account for as much as 15 to 30% of the total electricity used in an office building.

Much equipment is left on for much longer than needed.

Switching off PCs overnight and on weekends, for example, can save up to 50 to 75% of their energy use per year!

Many small ideas to saving energy across small power devices can really add up – and seeing these ideas implemented can be a very powerful influencer for everyone’s hearts and minds.

2. Last person out switch

• A ‘last person out’ switch can be used to ensure all operational power loads are switched off at the end of the day or shift.
• Beware this also becomes a first person in switch; it should only switch back on small power loads that are needed when the first person enters the space.
• Intermittently used equipment, on these circuits, should also be controlled in other ways.

4. Centralize IT equipment hubs

• Small power equipment generates heat; dumping it into the working environment can cause overheating for building users.
• Avoid overheating by collecting together equipment in zones, that are also air-conditioned if necessary.
• This will help control comfort levels, as well as increases efficiency (compared to lots of AC systems being used).
• It may be worth it to also consider having a virtual private server to maximize hardware utilization and efficiency.

6. Fit timers on vending machines and other local cooling units

• Use time controls to switch off vending machines if they are not required 24/7.
• Include allowances for units to reach their operating temperatures if required.

8. Ask about use of any local heating or cooling devices in use

• Talk to colleagues about why any plug-in heaters or air-conditioning are being used.
• Understand it there’s an issue with the main HVAC systems – see HVAC opportunities and ideas.
• Be careful about using blanket banning policies where there are comfort issues that can affect staff morale and their perception of energy saving environmental activity in place. 
• Always aim to improve comfort as well as efficiency.

9. Regularly maintain equipment

• Carry out periodic maintenance to all equipment to avoid degradation, to spot issues that may cause inefficiencies and to fix malfunctions.
• Ensure refrigeration units are cleaned regularly with annual inspections for efficiency.
•  Remove dust from printers’ air filters and other places dust easily collects, etc.

Motors and drives are used in many process applications including industrial processes, materials handling, ventilation fans, pumps, refrigeration units, compressed air systems, etc.

In many industries, electric motor drives can account for over 50% of all electricity use.

It is often possible to significantly reduce this consumption by using small adjustments and modest investment in improving efficiency.

Remember, electric motors cost a lot of money to run.   They can consume their purchase price in electricity in just their first 2 to 4 months, but have a working life of over 10 years.

Compressed air can be a particularly expensive system to run, very often requiring 10 kWh of electricity to produce just 1 kWh of useable compressed air.

2. Switch compressors off when possible

• Keeping air compressors running, even if at minimum levels, can typically consume 20 to 70% of their full load power.
• Rethink operational practices to minimize the operating time requirements for compressed air and switch off compressors when not in use. 

4. Carry out regular maintenance for motor systems

• For maximum system performance, carry out planned cleaning and other preventative maintenance procedures for motors and their application systems.
• Reduce any unnecessary throttling by fixed dampers and valves and other pressure drops in the system.
• Regularly change filters and ensure optimum operating temperatures are maintained.
• Ask advice from specialist maintenance partners. 

6. Reduce operating pressure in line with demand

• Operating pressures for many systems are usually determined at design stage based on assumptions; for compressors, for example, this is commonly fixed around 7 bar (100 psi).
• Continually challenge the pressure set-points, based on actual requirements to achieve energy savings. Consider all end users.
• Try out reducing operating pressures, a little bit at a time, and assess the impacts on overall service and performance.  Adjust set-points based on the results made.
• Reducing a compressor operating pressure by 1 bar, for example, can reduce power consumption by up to 15%.
•  The same opportunities often apply to pressure controlled ventilation systems. 

9. Implement a motor replacement policy

• Fitting High Efficiency (IE2) or Premium Efficiency (IE3) motors can reduce energy consumption by up to 5%, compared to standard new motors.
• Only rewind motors when absolutely necessary, as this practice often reduces efficiency. 
• Discuss options with a specialist supplier.

Heating, ventilation and air-conditioning (HVAC) systems are usually the largest energy consumers for many organizations.

Good management practices can ofetn find many opportunities to reduce HVAC consumption. 

Look to make improvements for better comfort as well as reduced energy to deliver the ‘Win Win’.

For example, if rooms are being overheated, reducing room temperature by 1°C could still maintain good comfort levels while cutting heating bills by as much as 10%!

HVAC costs can also easily increase by 30% if the systems are poorly operated or maintained.

Continually look for ways to optimize and improve system performance.

9. Recover (and install $$) HVAC system waste heat

• Ensure existing heat recovery controls are working effectively, e.g. for air recirculation systems.
• Look for opportunities to install additional heat recovery systems to recover waste heat ejected through exhaust air.
• When upgrading systems, specify air conditioning systems equipped with heat recovery.
• Discuss opportunities with building services suppliers.

10. Upgrade old inefficient HVAC plant ($$)

• Newer technology offers better performance efficiency through reduced system losses.
• Review options that use low carbon and renewable greener energy supply, compared to upgrading or refurbishing the existing system/technology for better performance.
• Check upgrade works for compliance with local legislation requirements.

Freight and transport are fundamental parts in the supply chain of many businesses, most of which is done on the road.

Besides having a remarkable impact on a company’s expenses, road transport is also the sector responsible for about 25% of OECD countries’ greenhouse gas emissions.

There are often many simple ways, requiring different levels of commitment or investment, to reduce costs and risks associated with transport.

Many green ideas will also help to be safer on the road, too!

1. Avoid the trip

• Not every trip is always necessary.
• When possible, try solving matters over the phone, or meeting through online conference software.
• Avoiding the trip is the best way to save from it.

3. Use cruise control

• While in the highway, the cruise control system can set the vehicle to go at a constant velocity to use less fuel.
• Cruise control prevents otherwise unavoidable accelerations/decelerations that will consume more fuel.

6. Maximize the transported load

• Boost overall transport productivity by maximizing the load you take.
• Plan logistics to combine as many trips as possible into one trip, and never waste one journey.
• Talk to colleagues to see if it’s possible to combine loads to save a trip.

8. Improve fleet utilization

• Improve utilization by recording data that tracks where each vehicle is going, distance traveled, drive time etc.
• Fleet management software can be very helpful in collecting information, in real time and target any inefficiency on the road to improve fleet performance.

10. Replace old vehicles with newer, more efficient ones ($$)

• When making a new purchase, try to buy ‘smart’ and pick the better performing vehicle which includes optimizing for better fuel efficiency.
• Review opportunity to switch to electric cars in a longer-term strategy to cut fuel cost and carbon emissions.
• Always pay attention to vehicle and fuel type, as well as efficiency (miles per gallon).

There are strong links between energy and water resource efficiency. Energy is consumed in water systems, and water is consumed in many energy systems. 

Many of the same principles of conservation apply to both.

Water is also a scarce thus precious resource.

Saving water can yield economic, environmental and social benefits.

2. Wash equipment responsibly

• Washing a vehicle or piece of equipment with a hose rather than a bucket can use around 10 times more water.
• Soaking dishes instead of rinsing them under running water can also significantly reduce your water consumption.
• Small adjustments in daily washing routines can have a large effect on the end-of-the-year bill.

4. Implement a water saving policy

• Encourage colleagues to reduce water consumption by following a water saving policy that involves everyone.
• Communicate (with supporting signs) to remind colleagues to use taps, showers dishwashers and other water consuming equipment, consciously.  ,
• Actively involve colleagues at work to achieve savings together.

6. Use water meters

• Water systems will eventually leak.
• Using metering (and sub-metering) to detect wasteful water leaks before they become too significant.

8. Install water efficient technology in toilets ($)

• Sensor taps can save lots of water and prevent people from leaving running taps when the water is not being used.
• Tap aerators and/or tap restrictors can also reduce water consumption by considerably decreasing the water rate.
•  Aim to restrict general taps to 4.5 liters per minute or less. 

10. Recycle greywater when possible ($$)

• Consider use of recycling wastewater systems, or rainwater harvesting systems, to cut potable water usage.
• Look at any opportunities for flushing toilets, irrigation, vehicle washing, cooling, rinsing or even for cooling units and feeding boilers.
•  Speak to specialists about opportunities and ideas.

Low And Zero Carbon Technologies (LZC) can provide a more sustainable solution to conventional energy resources.

Organizations need to consider investing in greener energy and water supply technologies once they are making good progress in eliminating avoidable waste and improving system efficiencies.

Many of these technologies still need investment to become mainstream; organizations can support this by start adopting more LZC technologies to encourage innovation to speed up the transition to a zero carbon reality.

Doing so, can support local hearts and minds for an organization’s sustainability approach and activities.

Usually, these investments are much more capital intensive; however, the expected returns are positive if the projects are careful evaluated and implemented where they can make the biggest difference.

Increasingly more governments are also providing monetary incentives for organizations that employ LZC technologies.

2. Ground source heat pumps, (GSHP) ($$$)

• This system consists of a ground water circuit loop, a heat pump, and a distribution system to supply space heating, cooling or domestic or process hot water duties.
• The technology uses constant temperature from underground to significant increase the efficiency of the heat pumps used.
• The system relies of the supply of renewably generated electricity to be zero carbon.

4. Mechanical ventilation with recovery, (MVHR) ($$$)

• Waste heat from a process integral to a building can also be considered as low carbon.
• For example, MVHR recovers the exhaust heat from a building to be used to preheat ventilation fresh air, retaining up to 90% of heat.
• MVHR is considered to be a very efficient approach, using very little energy, if combined with very high levels of building thermal insulation such as meeting the Passivhaus standard.

6. Super-efficient gas boilers ($$)

• High efficiency condensing boilers are also (sometimes) referred to a low carbon technology and zero carbon if fueled by biogas.
• Condensing boilers can typically convert over 90% of their fuel into useful heat, increasing boiler efficiency and minimizing energy losses.

8. Solar water heating ($$$)

• Solar thermal technology heat water collectors, typically located on the roof, using the sun
• The energy is then transferred to a hot water storage cylinder for use for domestic or process hot water duties, and sometimes for local space heating.

10. Community or district heating

• Look for opportunities of economics of scale, and/or diversity in load, to meet the heating requirements of multiple commercial, and local, buildings and/or processes.
• Using a local and inclusive approach to district energy supply, for example using CHP, can help improve the economics and accessibility to LZCT. 

SUMMARY

There are usually always many opportunities we can all reduce our energy and water consumption and improve our sustainability performance.

This checklist, of the simplest ideas, follows the energy and resources to help ensure our approaches are as cost effective as possible; reducing demand first is not only lowest overall cost to reduce our carbon emissions but that also right sizes subsequent investments in LZCT.

If you would like to have a downloadable checklist for this, please contact us.

For more detailed ideas and opportunities for the different categories, see our smart saver check lists covering lighting, process, HVAC systems and others.

I hope some of these ideas are of help to you.

REVIEW 

The first step to take to understand performance and target savings right away

1. Schedule Energy Time

Schedule regular energy time within your team and governance meetings to allow colleagues to regularly review energy performance against targets and discuss new ideas and actions. This ensures the team maintains its focus on energy and sustainability targets over time and increases the chances of sustained progress.

Energy time works best when reviewed by the whole team during a monthly meeting.

2. Use Team Dashboards and Scorecards

Dashboards are data and information management systems that visually display and monitor energy performance indicators and success measures so the team can review them. Dashboards can be displayed in digital or paper formats.   Scorecards present the status and progress against planned actions and overall energy performance of a department, process, or organization. They are customized to meet the specific needs of a team or organization.

Use tools such as dashboards, balanced scorecards or RAG reports (Red, Amber and Green) to help make quicker and better decisions, reinforce behaviors and maintain momentum.

3. Involve Colleagues in Energy Audits

Energy audits are a systematic analysis of energy use and energy consumption within a defined energy audit scope. ISO 50002 specifies the process requirements for carrying out an energy audit in relation to energy performance. The same principles apply to other utilities resource use such as water. The standard methodology is applicable to all types of organizations, and all forms of energy and utilities use.

For a more effective audit, actively involve building users in the process, and consider how their actions and behaviors influence energy performance.

4. Identify Significant Resource Users (SRUs)

SRUs are people who have hands-on control of, or who can significantly influence, energy and other resources use within an area. Identifying SRUs and other stakeholders is quite often key to review energy performance and identify opportunities and priorities for energy performance improvement; it is good practice to take into account attitudes and behaviors of SRUs as they impact on overall sustainability performance.

Use stakeholder mapping tools to define the key roles and persons involved in actions for better resource use. A RACI matrix, for example, is a responsibility chart which shows who is Responsible and Accountable for related activities within an organization, and who should be Consulted and Informed of actions being taken.

5. Discuss Consumption Profiles

For energy-consuming systems, where half-hourly consumption data is available, talk to colleagues about what effect they think they can have on the shape of the daily and weekly consumption profiles. These can be considered along with any other relevant variables which significantly influence consumption; typical variable may include weather, service or production levels.

The impact of activities or behaviors, with respect to resources use, can be captured in consumption profile templates and used as a benchmark to compare future performance against.

REDUCE 

Prioritize engagement activities that engage colleagues to reduce consumption of resources.

1. Challenge Time schedules

Most energy consuming systems and equipment in the workplace are set to run automatically to programmable time schedules. When setting time schedules, engineers often have to make assumptions about operational practices and behaviors. As most of us are risk averse, this means that most systems run for much longer than they need to. Work with local operators (who best understand local service requirements), review and challenge the operating hours of all equipment and systems that consume significant utilities use.

Reduce times schedules in partnership with local users. Reducing operating times by 1 hour a day can reduce consumption by 5% or more.

2. Just Do It

‘Just do it’ (JDI) is a proven easy to remember, convincing and motivational mantra to stimulate colleagues to make quick low risk actions.  Why wait to do something if it’s the right thing to do and it can be done now?  This helps to make actions quick and intuitive for everyday champions involved; procrastination is often the main reason for little or no achievement.

A JDI mantra needs to be positioned alongside your other rapid actions processes. Champions need be able to distinguish between ideas and actions they can act on individually and those with greater risk that require team discussions, consensus or management approval.

3. Start a 100-day challenge

A one-hundred-day-challenge is a useful framework to create a sense of urgency to help teams focus on a particular challenge, and break down barriers, to see what they can achieve in a fixed timeframe.   100 days is typically the time it takes to break and remake habits. The results achieved through collaboration are often outstanding.

Set a 100-day plan upfront which brings the team together focused on the task.  Encourage teams to share ideas and remember to celebrate success.

4. Nudge Colleagues

Nudge theory uses positive reinforcement to influence behaviors.  It can help people review their existing behaviors, target obstructive ones to correct them, or create new habits.  People like to make fast, effortless and emotionally charged decisions; nudge interventions are typically indirect, free of choice, respectful, positive and about self-discovery.

Guide colleagues to make the more sustainable decision by making the better option more easily available and attractive to do.

5. Organize Collaborative Workshops or Events

Workshops and events are great opportunities to bring colleagues together to develop awareness, instill desire, enhance capabilities, and create the green sparks needed to kick-start change.

Organize Big Green events to create these connections, raise people’s spirits, improve collaboration, boost motivation and identify and act on quick wins – these are all often key ingredients for successful and long-lasting performance improvement programs.

REUSE 

Once reduction interventions are in place, reinforce actions with interventions that enhance ability.

1. Start a Competition

Competitions are proven to be powerful tools in influencing peoples’ behaviors. In fact, competition drives peoples’ motivation pulling on our human natural desire to compete and to compare performances. Competition helps drive continual improvement through innovation, enhanced quality, better knowledge and motivation.

Organize competitions involving teams from different operating areas to improve performance and strengthen team building.

2. Run Awareness Campaigns

Use awareness campaigns to communicate key issues, solutions and benefits to everyone across the organization to enhance their knowledge and understanding. Regardless of the channels used (champions, guides, toolbox talks, posters, videos, etc.), it is important to frame the messages well. Evidence suggests targeted information passed on by colleagues is likely to be more effective than general information provided through printed material such as posters and stickers.  It is a common mistake to think awareness campaigns alone change behaviors; for them to work, they need to be part of an integrated approach.

Run an awareness campaign to engage and educate colleagues and reinforce hearts and minds on energy and sustainability topics.

3. Toolkits

Tools and toolkits support everyday champions to make it easier to break down barriers and overcome challenges to deliver action at scale.  Rapid action processes help colleagues quickly implement standard operating procedures and, if appropriate, develop their own local solutions.  Smart phone or web apps can use process or social networking to help connect activities; take care when using in-house only systems as they can alienate any external members of the team.

Put in place a toolkit that makes implementing actions easier for colleagues.

4. Challenge for Sustainable Habits

The way significant resource users (SRUs) conduct work has a strong effect on energy consumption and waste production.  The 21/90 rule is one popular method that can help SRUs build new habits: someone commits to a personal or professional change in activity for 21 straight days then, once they've established the habit, continue to do it for another 90 days for it to become a way of life.

Encourage colleagues to form new, more sustainable habits.  Use communications to promote good actions that colleagues and opinion leaders take.

5. Create Checklists

If developed well, checklists are one of the easiest ways to stimulate ideas, enhance knowledge and facilitate quick action for champions. Break down a task into smaller chunks or objectives, assign each person one or more tasks they can focus on, and enjoy the satisfaction of checking off the list the completed actions.

Create your own checklists to share with colleagues as a guide with simple ideas and clear instructions.  Be careful about using checklists without a good understanding of the whole process.

RECYCLE 

Connect colleagues and recycle ideas, actions and feedback to seal change longer-term.

1. Launch Your Program

A high profile launch event led by the CEO or a senior director reinforces the importance of any program. This may involve a short event involving key colleagues, with follow-up communications to catalyze action. Use persuasive techniques or imagery to instill in building users a feeling of responsibility, for example, promoting a “switch it off” campaign.  Be careful about solely relying on press releases, posters and print.

For a launch, consider empowering colleagues to use storytelling as an interesting way to engage and persuade others to get involved, without falling into the trap of greenwash or using jargon.

2. Use Online Forums

Online forums provide the opportunity for people to connect and have conversations as part of a community of practice. They can be extremely useful tools to encourage discussion on specific topics of interest, increasing communication and collaboration amongst forum users. Forums are also easy places to go to when seeking new ideas, assistance and support, encouraging anyone to ask for help if needed.

Engage your colleagues by creating your own local community of practice within the workplace. Supplement this by tapping into existing, external forums as appropriate.

3. Lead by example 

Studies show that role modelling or using social norms are very effective ways to spread change. Use role modelling to create new better practices.  Consider which social norms demonstrate to others good simple behaviors and how colleagues can make a difference.

Be a role model and create social norms for colleagues to aspire to or imitate.

4. Share Case Studies

Sharing case studies both internally, within an organization, or externally through industry networks and clubs, is a great means of discovering new ideas and learning about new ways of doing things to drive continual improvement.

Create your own case studies to record and share lessons and experiences, and demonstrate the results of your activities with colleagues and associates.  Draw on external case studies for new ideas.

5. Ask for User Feedback

User feedback is a very effective method to learn about and target important issues that you may not have been aware of. Asking building users for their opinion is also a great way to engage them, and promote good practices. A mix of techniques (events, workshops, questionnaires, interviews) give you a good authentic picture of how your local organization is doing.

Ask about the working environment and your energy and sustainability initiatives, and peoples' motivations and awareness. This feedback can be used to calibrate physical monitoring of the working environment.

RETHINK

Challenge mindsets, look for new ways of doing business and trial new ideas.

1. Introduce Smarter Design Interventions

Use design interventions and environmental restructuring to alter the physical and consequentially social context to enable step changes in energy & sustainability performance. Examples are relocating equipment for easier local control or redesigning workspaces for a better use of natural sunlight or natural ventilation for greater efficiency. This may include use of electronic feedback systems or devices. Note that electronic feedback systems need to be managed carefully as studies show their effectiveness can often easily diminish over time.

Discuss new workplace designs that enhance your ability to continually improve energy & sustainability performance.

2. Realign for the ‘Win Win’

Use the ‘Win Win’ philosophy to target business and personal co-benefits at the same time to make what you’re doing more positive for all the people involved.  Psychologists tell us that it’s often the co-benefits that are typically the drivers of success.  Therefore we need to find out what motivates people on a personal level; to do this, we can draw the classic motivational theories of Maslow, McGregor or Hertzberg.

Discover our Net Zero ‘Win for All’ philosophy, to help you make sure all stakeholders are engaged and championing better sustainability performance for All.

3. Start Innovation Trials

Innovation trials are frameworks that provide a safe context for people to experiment and try out new ways of doing things, in a managed way, without fear of failure. This technique normally involves collaboration, monitoring, measurement and analysis techniques to demonstrate results.

Use innovation trials to test new ideas, habits or technologies for best practice, and instill confidence in participants and outside skeptics. Use successful trials as a basis for business cases for rolling out the approach.

4. Bust Myths

Break any misconception or stereotype about energy saving technology or practices. For instance, it has been a common misconception to believe that switching lights on and off consumes more electricity than leaving them on for short periods. In reality, even fluorescent tubes have historically consumed over 500 times more energy if left on for 15 minutes than the energy required to restart them.

Be careful about direct myth busting of complex issues as it can sometimes be problematic.  Consider working with an opinion leader to trial various scenarios to help bust associated myths.

5. Report how low you can go

After reviewing the potential of opportunities across the 5-R challenges (Review, Reduce, Reuse, Recycle, Rethink), look to report on how low you think consumption could eventually go (over time). 

Use these reports in engagement communications to help stretch mindsets and heart-sets to stimulate creativity, imagination and connections for a step change in better energy & sustainability performance.

Summary

Use this checklist to help you create a buzz and engage your colleagues to get more involved with energy & sustainability action on the ground.

You will know what works best for your organization.

This checklist provides 25 engagement techniques that can be adopted at different stages of a program, aimed at sparking initial interest, showing business and personal benefits, keeping momentum going and instilling a sense of excitement about the future.

But wait… there’s more! Check out the second of our two checklists for more advanced behavior change engagement techniques to get further insights and ideas.

Download

If you would like a downloadable summary checklist of this, please contact us. 

• It’s in Microsoft Word, but it can easily be converted to another Word processing format, such as Google Docs. It’s read-only, so you’ll have to save your version onto your own drive to be able to modify it.
• You can then modify and develop this simplified checklist to suit your needs as required. Complete it on line or print it out (but remember: think before you print!)

REVIEW

The first step to take to understand performance and target savings right away

1. Set a Destination Vision 

In strategic terms, a program vision should project a compelling mental image of what a better, more sustainable Net Zero future would look like for the organization and the people involved. The challenge is to inspire colleagues to review how they impact on energy & sustainability performance and know that their efforts are part of a common, greater goal.

Use your vision to capture imaginations, show clear business benefits, underline that it is easy, and create the emotive connections for colleagues to get more involved: create hope and a sense of excitement about tomorrow.

2. Share & Sanity Check your Plan

Being clear on the plan from the start not only helps avoid confusion but also allows you to consult for feedback early on.  If people understand and input into the plan, they will be more likely to commit.   It they don’t, you’ll quickly erode their interest.

Visually present your strategic plan, ideally on a single page, showing how all the critical activities needed fit together with a clear line of sight to the strategic objectives and your destination vision.

3. Review your Key Performance Indicators

KPIs are used to show whether critical activities are working successfully; the metrics used serve to monitor and measure the effectiveness of these actions. Involving your colleagues in developing your monitoring measurement and verification plans helps ensure buy-in for baselines and monitoring requirements as well as the success measures themselves - means that KPIs and performance measures are more likely to be owned by the people involved.

Encourage your colleagues and teams to monitor energy performance using common and shared KPIs; so they track actual versus expected resource use (in absolute consumption terms) and review their performance in terms of energy efficiency, utilization or  productivity performance (in specific consumption terms).

4. Organize Treasure Hunts 

Treasure hunts can be a fun way to engage colleagues in identifying low-cost energy savings opportunities, from behavioral, operational and technical interventions and actions. Typically, teams walk around a targeted facility looking for quick ways to reduce consumption waste; lots of small opportunities can all add up to large savings.

Use the idea of hunts to engage significant resource users on a practical specific awareness level, allowing them to put on an “energy improvement hat” and look at areas they know well.  Consider carrying out hunts at night as these particularly may reveal golden opportunities otherwise hidden during the day.

5. Run a Personal Pledge Challenge  

Studies suggest that personal plans are more effective at changing our behaviors if they include pledges, particularly if those pledges are in a written format.  Pledges can include changes to personal everyday actions such as changing habits or improving a particular process and more general commitments such aso reducing carbon footprint or increasing recycling rates. Asking colleagues to make personal pledges empowers and drives them to think about what they care about the most, and what they want to work towards.

Consider using personal pledging as part of a campaign to help stimulate awareness and create dialogue around sustainability issues and Net Zero targets.  Smart phone apps can help monitor progress and overall impact.

REDUCE 

Prioritize engagement activities that engage colleagues to reduce consumption of resources.

1. Challenge Everyday Champions 

Everyday champions are colleagues, regardless of their field or profession, who think about and act for better energy & sustainability performance within their work area; quite often, local everyday champions can make a significant impact by committing to just 20 minutes a day.

To be effective, champions must be mutually supported and supportive and their efforts coordinated by organizational managers and practitioners.

2. Empower Local Improvement Teams 

Local Improvement Teams are groups of everyday champions, led by an energy and sustainability representative or lead champion which coordinates and applies structured methodologies to improve processes towards achieving a common task or goal. Once the team is in place, ensure the approach empowers the representative to look after the needs of the individuals.

Set-up local energy & sustainability management team/s and help co-create team charter/s which define purpose, scope, objectives, timeframe and strategic plans.

3. Set Up a Small Projects Fund 

For small projects, the availability of a projects fund can really encourage and support colleagues to champion ideas even when they come at a cost.  Such a fund demonstrates good support for the program from top-management.

Set up a fund that on-site teams can easily access to implement small improvement projects, upgrade equipment, etc.  Remember, targeted in the right way, investments lead to greater savings and returns.

4. Specify Procurement Eco-Labels

Labelling has proven to strongly influence people’s choice in their purchasing decisions. Energy labels, for example Energy Star, can make it easier to identify more energy efficient equipment options. The Green Guide Rating is an example of a scheme which reports on more general environmental impact.  For making decisions, ensure that colleagues consider the relevant eco-labels into context by taking into account the best overall value across all the key procurement objectives.  Record the reasoning for the procurement decision to ensure the intent and sustainability credentials are understood after first purchase.

Review and specify the use of relevant eco-labels for when colleagues buy new or replace equipment and materials. 

5. Set Up Operational Controls 

Operational controls, for example through the use of standard operating procedures, aim to ensure target behaviors are achieved by reducing the opportunity for other choices or behaviors. It is usually better to specify actions to do things in the right way, rather than focusing on what not to do.

Look to set-up, review and continually improve the procedures and specifications you use, for example for your shutdown or fire-up time schedules, performance criteria set for comfort conditions, lighting and heating levels, and the standards you have for design and procurement decisions.

REUSE

Once reduction interventions are in place, reinforce actions with interventions that enhance ability.

1. Sponsor Colleague Training 

Never forget the importance of improving skills, changing mind-sets and creating better behaviors. Training (for new skills) is different from education (for new knowledge), although workshops and programs often use both. Industry-accredited training is desirable for significant resource users to demonstrate their better skills and performance. Coaching helps colleagues to focus their efforts on current objectives by understanding the challenges and developing their own solutions.

Keep your colleagues updated through regular workshops, blended with in-person and online training and coaching as appropriate.

2. Utilize Gamification Methods 

Gamification is a type of training that can help focus people on particular skills through iterative experience and instant feedback. Gamification often draws on competition, recognition and reward opportunities.

Reward energy saving ideas or behavioral change pledges, and give people and teams credit for their efforts and results. Try to make better sustainability a game that everyone wants to play.

3. Sponsor Key-Connectors

Key-connectors are a type of sustainability representative or champion empowered to influence and create local connections between people and activities, helping to overcome barriers and challenges. People who are natural good communicators, and who know a good cross-section of people across an organization usually make good key connectors. Good examples include people who work in facilities management or as office receptionists.

Ask senior connectors to act as ambassadors to help influence top managers (to sponsor work areas etc.). Sponsor key connectors to act as lead champions or representatives for their local areas.

4. Make Incentives 

Incentives may include using prize draws, financial rewards such as bonuses and/or social rewards such as recognition.  This is different from coercion, which uses penalties or adds cost. Studies suggest that social rewards are usually more effective than financial rewards. However, use incentives with caution, as studies also find that individuals could perceive a task as too difficult if the reward is particularly high, or that an excessive focus on rewards can weaken a genuine interest in the task. Don’t rely too heavily on financial rewards as there’s a risk of reversing impact as soon as incentives cease.

Consider incentivizing people to develop themselves and improving performance by linking challenge with reward.

5.Design in Social Enablers 

As well as empowerment, social enablers may include use of smart phone or web apps or other ways to increase means and reduce barriers to increase people’s capability or opportunity for action.  Studies have shown that such enablers, used along with other interventions, can be the defining factor for successful behavior change programs.

Design in a social enabler strategy that promotes enhanced local responsibility, collaboration and empowerment.  Provide support as required.

RECYCLE

Connect colleagues and recycle ideas, actions and feedback to seal change longer-term.

1. Highlight Top Management Commitment in Tracking Progress

It is essential that top managers support energy & sustainability management programs and demonstrate their commitment. Standards, such as ISO 50001, underline the role of top management in successful outcomes; without this commitment, programs usually fail. Ultimately, continual improvement is demonstrated by measurement and verification of progress at high level. Tracking actions bottom-up provides early warning signals. If progress isn’t been made, the approach and support processes need reviewing.

Highlight commitment from top managers in monitoring progress, the necessary resources made available, and their more general support, feedback and recognition.

2. Update Organizational Policies & Procedures  

ISO 50001 and ISO 140001 defines that organizational energy & environmental policies should provide the framework for setting and reviewing objectives and energy targets.  Continually review and include a commitment to ensure the availability of information and necessary required resources, and to satisfy applicable legal and other requirements. Continually improve overall performance and the associated environmental management system, and support procurement and design practices that improve on environmental performance.

Incorporate changes in practices and requirements into organizational policies, job descriptions, training, appraisals and other procedures for colleagues.

3. Employ Suggestion Schemes

Suggestion schemes are mechanisms that allow colleagues to offer their own ideas for performance improvements. Creating such a mechanism, for example, is a key requirement for ISO 50001 good practice.  This could be managed as an ongoing initiative, or specifically promoted at defined times. It is important to respond to any idea submitted within a credible period to avoid colleagues becoming disillusioned in the suggestion scheme management system.

Pixar, for example, set-up a day where employees could make suggestions about opportunities they felt passionate about to save energy. Of more than 100 ideas discussed that day, the Studio prioritized and focused on 21 of them to operate more efficiency.

4. Develop an Energy Crediting System 

Energy crediting is a bottom-up process used to allocate savings to people and teams, rather than just buildings or areas.  This can have a great impact on behavior, making sustainability and energy saving desirable, engaging, and easily accessible to everyone.

Develop a system which lists of improvement ideas and associated benefits and tracks progress being made.  This allows colleagues to see what actions are being taken and can also be used as the basis for a recognition and reward.

5. Earn Certifications

Earn recognition for your organization's hard work by taking advantage of one or more of the numerous programs and initiatives that will validate and legitimize your company’s efforts. Certificates also instill a sense of pride within the company and establish your industry leadership outside your organization.

Let everybody know about your commitment to greater energy and sustainability performance, and your successful people-centered approaches.

RETHINK

Challenge mindsets, look for new ways of doing business and trial new ideas.

1. What’s Next?

Use annual management reviews to look at ways to adapt your approaches and streamline activities and refine strategic checkpoints to guarantee and self-propel momentum.

Keep asking the question ‘what’s next?’ to guarantee momentum in what you’re doing.

2. Surveillance Controls

Surveillance controls are used to monitor changes in stakeholders’ requirements, such as legal requirements, internal factors and external threats.  They ensure goals are still realistic and achievable, now and in the future.

Put in place strategic surveillance to monitor for factors and events which are likely to influence improvements in energy & sustainability performance. Update plans and strategy maps as required.

3. Energy Performance Partnerships

If positioned in the right way, partnerships can help engage, empower and incentivize the teams involved. You can use initiatives such as energy performance contracts or energy crediting to help support this.  

Structure your energy performance improvement projects to be delivered more in partnership with teams, service partners or other organizational stakeholders or groups.

4. Expand the Resource Management Team 

Putting in place an energy & sustainability management team is a fundamental requirement for standards such as ISO 50001. A team is made up of at least one person with responsibility and authority over the effective implementation of an energy management system to deliver energy performance improvement.

Look to expand the resources management team to include a better mix of people with different skills and perspectives, including energy and sustainability managers, energy champions from across the organization, and senior management ambassadors.

5. Renew Objectives, Targets and action plans

Objectives should target and involve significant utility resource uses, and take into account strategic energy requirements and policies. Action plans define how objectives and targets will be achieved, including resources required, responsibilities, and how the results will be evaluated. Set them up so they can be communicated and updated, as appropriate.

To guarantee momentum for continually improving energy & sustainability performance, be prepared to regularly review and reset your objectives, targets and action plans so they are, and continue to be, specific, measureable, achievable, realistic and timely.

Summary

Use this checklist to help you develop your confidence in your approaches and processes to engage your colleagues to get more involved with energy & sustainability action on the ground.

This checklist provides 25 more engagement techniques that can be adopted at different stages of a program, aimed at sparking initial interest, showing business and personal benefits, keeping momentum going and instilling a sense of excitement about the future.

Focus on the few big strategic actions that will make the biggest difference in helping your organization deliver the ‘Win for All'.

If you haven’t already – check out the first part of this checklist, to help you create the buzz at Smart Saver level.

Try out the ideas that most suit your organization’s needs and let us know what worked for you!

Download

If you would like a downloadable summary checklist of this, please contact us.

• It’s in Microsoft Word, but it can easily be converted to another Word processing format, such as Google Docs. It’s read-only, so you’ll have to save your version onto your own drive to be able to modify it.
• You can then modify and develop this simplified checklist to suit your needs as required. Complete it on line or print it out (but remember: think before you print!)

To do this, this checklist draws on some fundamental themes:

• Design for best practice operational resources use (energy, water, waste) to contribute to the global commitment towards Net Zero and the development of zero carbon buildings.
• An ethical ethos for materials selection to reduce environmental impact on the planet and our communities.
• Benefits realization of the design intent into best practice operational performance; share your good practice measures and experiences so we can learn from each other.

A key driver for this is ensuring our fit-out and refurbishment projects meet best practice industry standards.

REVIEW

The first step to take to improve understanding of the existing installation and set the strategic objectives for the development fit-out

2. Understand the latest legislation and standards requirements for the project

• Ensure you’re up to date and complying with all relevant and local environmental legislation and building standards – for example, check for the latest application local building regulations and any standards applied by the client organization.
• Check with specialist process suppliers about any other specific legal requirements.
• Determine how these requirements apply to the project’s overall environmental & sustainability performance.

4. Tap into well-know environmental assessment tools for decision making about overall sustainability performance

• Use an environmental criteria based scoring method to facilitate discussions about which measures to target at concept design stage.
• Among the globally recognized criteria assessment approaches, BREEAM and LEAD are the most recognized, both of which apply to development and refurbishment.
• The Ska Rating scheme, originally developed by Sweden firm Skansen, is an example scheme that specifically applies to fit-outs. It uses a free on-line tool this can take into account different project scales, size and budgets. The project is scored based on relevant ‘measures in scope’, usually between 30 and 60 measures depending on the complexity of the project. 
• Whichever scheme you choose, you want one that utilizes life cycle analysis to weight different sustainability measures to optimize overall performance.

REDUCE

First target improvement measures that directly reduce the energy & environmental impact of the operation concerned

2. Provide a forecast for metered energy consumption in operation

• The forecast should be in absolute annual consumption terms, for both metered units (e.g. kWh) and cost in local currency.
• We often specify the use of a simple energy assessment method, using an Excel spreadsheet template, that schedules out all energy users for the space, and estimates consumption based on expected operation profiles and utilization and load factors (based on experience).
• We find that this can be used by design teams to facilitate design discussions with eventual building users.
• More sophisticated methods exist to develop forecasts, for example using dynamic simulation energy models.
• Actual operational energy consumption in use will also depend on operational practices and user behaviors.

4. Target ethical materials selection to reduce environmental impact

• This should be a requirement for all fit-out and refurbishment projects involving procurement/installation/disposal of any wood panels, joinery, timber structures and flooring, furniture, particle boards, paper products, textile and laminated floor coverings, wall coverings, furniture and soft furnishings, and ceiling tiles.
• Timber is usually an easier one to target. For example, you can specify 100% timber to be either reclaimed, recycled or, when new, to be supplied with a chain of custody certificate from one of the following forest certification schemes only: FSC, PEFC, SFI, CSA.
• For other materials selection, if possible: avoid the use of any products containing PVC; design to minimize the use of virgin plastic products and packaging; all paints, wall coverings and adhesives to have low or zero VOC emissions (identified by a certified low VOC emissions label).
• All wood panels, joinery, timber structures and flooring, textile and laminated floor coverings, wall coverings, furniture and soft furnishings, and ceiling tiles contain zero or low formaldehyde content (identified by a certified low VOC emissions label).
• See our guide to eco-labelling for materials selection.

REUSE

Once environment impact measures have been specified, then ensure

2. Confirm metered operational energy consumption targets are met.

• When in scope, we would normally expect a statement that confirms the refurbishment meets or surpasses the agreed design energy target, as shown in an appended energy forecast model undertaken by a competent person. This should include detail on the energy performance benchmarks and baselines used and how they were derived, e.g. including the period of any data used (normally 12 months).
• Include a list/description of the good practice energy efficiency measures used in the design, including technical and other measures to facilitate operational/behavioral controls. Include commentary on control equipment and operational controls, for example on your zoning strategy, temperature controls, demand controls, lighting dimming controls, display lighting and other time controls, etc. See Ska best practice measures for guidance.
• Baselines can be adjusted for changes in expected business activity, if there is a demonstrable statistical correlation between business activity and energy consumption.

4. Confirm ethical materials selection is being met

• When in scope, we would normally expect a statement that provides assurance that all materials meet the project’s specific materials requirements.
• Justification for the material selection not meeting these requirements can be made in reference of the reasons for the product used (e.g. based on H&S, hygiene requirements or other ethical reasons) that demonstrates that a market review of alternative products has been carried out, as appropriate.
• If possible, select products that use third-party verification labels/certification, recycled content, environmental product declarations etc. to ascertain sustainability credentials.
• Try using PVC free from Phthalate and Cadmium, that contain post-consumer recycled content, and that achieves 100% recyclable status (i.e. designed for deconstruction to enable recyclability), or demonstrate that it is a more favorable product than alternatives through, for example, a Life Cycle Analysis. A scheme such as the BRE Green Guide to Specification or Green Book Live database can be used to demonstrate a good rating in life cycle impact terms.
• Avoid the use of virgin plastic products and packaging. Source sustainable natural materials instead of plastics, or source 100% recyclable plastics with a high recycled content (i.e. designed for deconstruction to enable recyclability).
• Include a list of all products with medium or high VOC, or formaldehyde emissions levels that do not meet industry label or certification standards. Remember to check formaldehyde content of furnishing, carpets, fabric seating and textile wall coverings to ensure they are E0 or E1.
• There is a global push to prioritize non-HFC refrigerants with low global warming potential. Consider all available technical features and specifications employed to minimize the use of HFC refrigerants in fit-outs, including considering other options, such as CO₂ systems, if available and practical.

RECYCLE

Talk to colleagues, share experiences and communicate the design intent to operators

2. Set handover plans and compile project handover documents

• Communicate the design intent to building owners/operators so they understand the principle sustainability strategies and practices in use. Include the evidence demonstrating that targets and key requirements have been met. Provide principle contact details for sustainability performance from the design team.
• Define building commissioning and handover processes required for optimum performance, detailing requirements, and agreed responsibilities.
• Communicate requirements for ongoing maintenance, any post occupancy evaluations, aftercare contracts, measurement and verification processes for performance levels.
• Include post project reviews to assess and capture benefits achieved to implement in future projects. Performance in use reviews would normally wait until after one year of operation to establish effectively how well the fit-out has performed against its design targets.

4. Feed into environmental management practices required in operation

• Detail energy, water and waste management practices to be included in an operation manual; include opportunities for conservation measures and, for example, recycling of food and other waste streams.
• Produce agreed handover documents e.g. a building logbook and/or a non-technical user guide.
• Support activity to raise awareness of project sustainability features and operation methods to colleagues and building users
• Include the plan for driving continual improvement in future performance.

RETHINK

Challenge mindsets, rethink for operational opportunities for continual improvement, trial ideas and roll-out what works best

2. Consider a principal role for overall accountability for environmental performance.

• Rethink how operational strategies can offer oversight and accountability for end-to-end coordination and operational outcomes across all business processes.
• Often need adequate competency and authority in environmental leadership and ability to communicate well across organizational teams.
• Responsibilities may include: asking for building user feedback to assess levels of service achieved, considering future changes in use, assisting with fine tuning building services and operational systems, reviewing building management system controls (and fine tuning performance in each season), updating manuals and records to reflect any changes, comparing energy consumption on sub-meters against targets/simulated forecasts, feeding back lessons learnt from post occupancy reviews, etc.

4. Regularly report on progress and overall environmental performance

• Put in place monitoring, measurement and analysis processes to evaluate and report on progress and performance, e.g. using monthly dashboards. Remember to show clear line of sight to delivering the organizational strategic operational outcomes.
• Include tracking of energy, water and waste performance and actions taken.
• Include ongoing compliance status with local legal and other environmental requirements. Regularly review and update the applicable legal and other requirements.
• When possible, feedback performance to the refurbishment design team.

SUMMARY

A building refurbishment or fit-out is a great moment of opportunity to make changes to significantly improve the environmental performance of buildings and operations.

We find that following the 5-R categories helps ensure the remedial measures are considered in an order that are not only ensure lowest overall investment cost (for refurbishment/fit out) but that also right sizes subsequent investments in technology.

Download

If you would like a downloadable summary checklist for this, please contact us. 

• It’s in Microsoft Word, but it can easily be converted to another Word processer, such as Google Docs. It’s read-only, so you’ll have to save your version onto your own drive to be able to modify it.
• You can then modify and develop this simplified checklist to suit your needs as required. Complete it on line or print it out (but remember: think before you print!)

For more detail about developing an approach to optimizing the energy performance of process systems, check out ISO 14001 and other related standards.

Ways 1 to 5 are a few highlighted programs that an organization can work with to make their Net Zero pledge official, but make sure to consult the full list of Race to Zero Partners to ensure your organization chooses the method best-suited for your goals and individual needs.

Ways 6 to 8 below highlight how to achieve external recognition for effective action.

Introduction

We have been working with Heathrow for over 12 years, pioneering solutions centered on energy & sustainability management through people.

We keep coming back to the airport as a case-study for us as it has been our eye-opener.

Our support has involved working in partnership with local teams using a combination of strategic, technical and behavioural joined-up thinking, with hands-on or more passive support as required.

We have demonstrated that this is often the quickest and most cost effective way to deliver energy savings and sustainability at scale for the organizations involved.

For Phase 2, the teams working on the T2 retail fit-outs achieved an average of 24% unit (design) energy savings compared to T5 baselines: worth $0.65m+ savings a year.  This was more than double the 10% reduction target set.

In 2016, we conducted post occupancy monitoring of energy performance for sample restaurants. We found they were consuming significantly less than the original design consumption forecasts due, in part, to approaches designed to facilitate continual improvement in operation. 

We also found restaurant energy performance correlating well with number of customers and covers, which was a key design objective.

In 2019, the airport published a key document for the Heathrow Sustainability Partnership: Delivering an Energy and Water Efficient Airport. This sets out the shared vision and objectives for business partners to support a Zero Carbon future to ensure it is delivered at affordable cost while being positive for all the stakeholders involved.

Summary

This is about enhancing energy performance by connecting up technology, operational management practices and behaviors. The same lessons apply to many sectors and operations.

Existing risk averse operational practices and behaviors generally lead to much higher energy consumption and costs; this seems inevitable for most organizations at the moment.

This can be made worse by rising energy prices and pressures on consumption from electrification and expanding commercial activities.

To manage this successfully, and make effective energy demand reductions, approaches need to be strategic and hands-on and delivered in partnership and collaboration with the people on the ground.

It is essential top management is on board and demonstrates its commitment through company energy policies and provides the financial and other resources needed.

We find success is always down to the people and teams involved so our focus is often on supporting them improving their skills and performance.

REVIEW

The first step to take to have an understanding of lighting performance and target savings right away

REDUCE

Target improvement measures that directly decrease lighting energy consumption first

REUSE

Once loads have been reduced, then prioritize routine and maintenance improvement practices (that don’t require significant investment)

RECYCLE

Talk to colleagues, share experiences, and try out proven lighting approaches and technologies used by others

RETHINK

Challenge your mindsets, look for new ways of doing business, trial new ideas, invest in more energy effective lighting technologies; review business cases and ROI

Summary

Look to continually improve your lighting systems and energy performance. New technologies are generally always more efficient and come with guaranteed savings that will repay the initial investment. However, without due consideration of alternative options, the initial investment can sometimes end up being more costly than necessary.

Following the above checklist in the right order will help ensure you minimize lighting investment costs, by right sizing solutions, and maximize energy performance and savings in the most cost effective way possible, in a way that also involves colleagues and other stakeholders.

Keep it simple and think holistically by always considering task and general lighting requirements, types of fittings, efficiency levels, lighting equipment, lighting quality, appearance and total life costs (i.e. initial purchase, installation, maintenance, annual bill, return on investment, etc.). Carefully evaluate all viable measures for comparison, and create your own action plan for continual improvement.

Download

If you would like the downloadable summary checklist of this, please contact us.

• It’s in Microsoft Word, but it can easily be converted to another Word processer, such as Google Docs. It’s read-only, so you’ll have to save your version onto your own drive to be able to modify it.
• You can then modify and develop this simplified checklist to suit your needs as required. Complete it on line or print it out (but remember: think before you print!)

If you're interested in more detail about lighting design and principles check out CIBSE's lighting publications.

Do you know whether you’re only using what you need?

• Most organizations consume much more energy than they need – this adds extra cost and environmental impact.
• Many of us have more energy & sustainability processes than we need – this adds friction & makes it all harder to do.
• Energy is often marginalized within organizations – because it’s seen to be a technical subject, not interesting or not understood.
• Consequently energy is not deemed to be core business or it’s contracted out to service partners and then side-lined.
• The result: strategic decisions are made without considering energy use, its cost or other impacts.

Yes, many of us are taking actions, but there’s so much more we can do.

Experience shows most of us struggle to optimize solutions. We may lack the engagement, alertness, skills, recognition or ability to adapt.

Follow this guide to find out to go to the next level.

Step 1: It starts by highlighting reality

How balanced are your pillars for success?

But in reality they rely on People and Organizational practices to work well

1. How confident are you that you’re only using what you need? 
2. What are your opportunities and priorities to thrive as an Energy Conscious Organization (EnCO)?

This guide uses an illustrative framework to check confidence for only using what you need & the checkpoints to ensure:

• Balance in outcomes – to deliver the 'Win for All’ to lock in benefits long-term
• Balance in skills – for an integrated approach to make it all intuative & easy
• Balance in measures – to check energy performance against goals & activities

Success is not about following any specific framework, but about being able to ask the right questions to the right people at the right time.

We see ultimate performance is the point when you’re absolutely confident you’re only using what you need.

  The 5 Pillars for Success for an Energy Conscious Organisation (EnCO)

 Engagement | Alertness | Skills | |Recognition | Adaption

• Developed by the Energy Services Technology Association (© ESTA).
• EnCO is a simple self-analysis tool to help assess the five people pillars for success.
• These are related and interdependent to define an Energy Conscious Organisation.
• The EnCO Matrix is used to assess the 5 pillars against 5 levels:

           - Level 0 to indicate little or no progress

           - Up to Level 4 to represent best practice

• Use informal conversations with colleagues as the basis to discuss and agree which levels apply to create the ‘current’ position.
• The profile, along with antidotal feedback from colleagues, forms the benchmark & the EnCO confidence score.
• An uneven profile highlights the weaknesses that can undermine the strengths.

Step 2: Win for All Catalyst - Engagement

Is everyone engaged in the right way for the ‘Win for All’?

Engagement is about creating the right conditions so colleagues can contribute:

• to organizational goals,
• in a way that benefits the people involved - the ‘Win Win’.

The ultimate outcome is a ‘Win for All’ – our organizations, our customers, our planet and ourselves.

It needs to involve All of Us

For any given task, we need to bring together the team with different perspectives, and then meet the needs of the individuals.

Asking the Right Questions:

1. Do you fully understand the context & needs/ expectations of your key stakeholders?
2. Is there a good compelling vision/ mission with a set of priorities/values in place?
3. Does everyone understand their role in delivering these?
4. Are you measuring, nurturing and continually improving your engagement?

Step 3: Alertness

Are all colleagues alert to the energy opportunities and measures to take?

Energy management through people is often one of the quickest & most cost effective ways to save energy & enhance sustainability

A collaborative approach means there’s more upfront discussion about opportunities & the questions to ask: 

1. Are goals and objectives realistic?
2. Are (strategic) activities delivering balanced outcomes for key stakeholders?
3. Which dragons of inaction are impacting on levels of alertness & action? (see box)
4. Are there adequate surveillance controls in place to monitor for changes in context & requirements?

The 7 Dragons of Inaction 

According to psychologist, Robert Gifford, there are 7 reasons why colleagues may not fully engage with your catalyst for change: 

1) ‘Limited cognition’: people tend to only have the capacity to think about short-term objectives, e.g. “My priorities are elsewhere.”

2) ‘Discredence’: there’s a natural mistrust or denial to new things, e.g. “I don’t believe people can make a difference.”

3) ‘Comparisons with other people’: to justify why they should do more, e.g. “if other people aren’t doing anything, why should I?”

4) ‘Sunk costs’: it’s usually hard to buy into something that conflicts with previous efforts, e.g. “we’ve tried it before, it didn’t work.”

5) ‘Perceived risks’: could be social, psychological, financial or physical, e.g. “it wouldn’t be normal for me to be green”

6) ‘Ideologies and beliefs’: people set their views to justify why they shouldn’t take action, e.g. “the boss won’t like it.”

7) ‘Limited behaviors’: some people offer tokenism; e.g. “we recycle, isn’t that enough?”

Step 4: Skills

Do your colleagues have the right skills to exploit the opportunities?

The Balance of Skills for Change

Prosci’s ADKAR model illustrates we need skills for an integrated approach:

• It starts with Awareness
• Then comes the decision to get involved; we need to create Desire
• After desire comes Knowledge
• Then Ability to make change
• For change to be sustainable, Reinforcement is needed

Focus efforts on Proficiency 

• Studies have shown that Ability is often a defining factor for successful change.

• It is a common error to think Awareness alone improves performance.

• Awareness increases Knowledge but, for it to be effective, it needs to be part of an integrated skills approach.
• Reinforcement often relies on Desire and the Balance of Skills to deliver success in outcomes.

1. Do top management, practitioners & significant users have the skills to deliver the activities required?
2. Have you absolutely minimized the amount of controls/procedures in use?
3. Are tools in place to make the activities as quick & easy as possible?
4. Can training/coaching/gamification help with developing confidence, skills & performance of those involved?

Step 4: Performance metrics - Recognition

Are you recognizing, measuring and reporting the results?

Typical Problems:

• No recognition of the benefits of energy management, savings achieved or those making savings.

Common Best Practices:

• Data systems in place with capacity to recognize savings achieved against robust targets.
• Recognizing benefits and co-benefits.

• Those making savings are routinely recognized and celebrated.

Link metrics to people & results

• Target measures that energize teams.
• Energy crediting systems can link savings to people and teams to facilitate recognition & reward – bottom-up savings should also be verified top-down.
• Dashboards/ trackers/ apps help people to make quicker/better decisions and reinforce & maintain momentum.
• Whether it be absolute or intensity measures that are better will depend on the situation.

The Balance of Measures

• Primary measures (overall organizational performance)
• Secondary measures (system/process or local performance)
• Indicative measures (which explain why performance has changed)

Measures can be either Lead or Lag:

• Leading (input) indicators offer the opportunity to change, but do not guarantee success
• Lagging (output) measures are used to assess past performance; they’re usually easier to measure but are after the fact

For best results, we need a balance of measures

Are you delivering the right results?

1. Are metrics communicated in a concise way so everyone understands how they contribute to strategic goals?
2. Do evaluation controls adequately monitor progress and provide feedback?
3. How are people rewarded for success?

Step 6: Adaption

Do your policies and practices effectively drive continual improvement and momentum?

ISO 50001 is the international energy management system standard to help us

Apply ISO 50001 in a streamlined fashion for effective continual improvement. Balance strategic thinking & controls with operational management processes

Do you need to adjust your plans?

• Are your goals and objectives realistic in the current (and future) context?
• Are you focusing on the right priority energy management activities?
• Does your team have the required skills and resources to deliver the activities?
• Do you have the right (minimum) checkpoints in place to monitor activities?
• Are your evaluation and feedback processes adequate?
• Are you achieving the right goals? Will you be delivering the right results in the future? 

Most impactful activities + the right checkpoints = confidence you’re only using what you need

What’s next?

Are you always asking the question ‘what’s next’ to drive momentum?