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The Ecova Blueprint: Understanding The People Keystone
Part 3 of a 6 Series Webinar
Presenters: Devin Zeller, Energy and Sustainability Strategic Advisor, Ecova and Holly Brunk, Manager, Awareness & Training, Ecova
March 20, 2014
Agenda
Blueprint Overview
Blueprint Framework
The People Keystone – Why It Matters
Elements of the People Keystone
– What Are They?
– Why Are They Important?
Case Studies
Wrap Up
Q & A
The Ecova Blueprint Journey
Today’s Drivers
Top Five Energy Spend for Commercial and Industrial Clients
Energy Price Spikes
U.S. Environmental Protection Agency claims that 30% of all consumption is wasted
Behavioral and operational based savings (2-5% of utility spend)
The Blueprint Framework
What we’re seeing
73% of CEO’s interviewed agree that sustainability objectives should be included in employee performance assessment and remuneration. - The UN Global Compact-Accenture CEO Study on Sustainability 2013
“We continue to see an increase of companies hiring dedicated sustainability resources and, instead of adding them to the sustainability team, embedding them in supply chain, product development, and other areas of the company.” - State of Green Business 2014, GreenBiz Group
“Energy behavior programs in the workplace that fail to garner support of organizational leadership are likely to fail.”- Greening Work Styles: An Analysis of Energy Behavior Programs in the Workplace, ACEEE 2012
2-5% reduction in energy consumption We’ve seen up to 8%
Reach to stakeholders, decision makers, impactors Focused, strategic, consistent
Realize and maintain operational changes Every employee, every day
Establish and maintain sustainability as a corporate value … A non-negotiable
Optimize resources, initiatives and investmentMaximizing your ability to put it all to work
The Value
What Is It?– Reaching all key impactors to effect
sustained results• Strategy
– Long term, targeted, effective, replicable
• Management– Aligning people, process,
goals and financial management
• Behavior– Operational, tactical,
habitual
Individual & Organizational Engagement
Engaging Individuals & the Organization
Sr. Leadership
Management – Operations, FM, Procurement, Finance, Sustainability, etc…
Regional & Site Management
Front-line staff, customers, stakeholders
Behavior Habits and actions
ManagementCost, consumption and performance impacts factored into decisions
StrategyOrganizational strategy, goals, metrics and resource alignment
Your Snapshot
1. Who across your portfolio right now is impacting your energy performance or sustainability goals?
2. In your organization, who is making decisions that impact your ability to manage your energy costs or reach sustainability goals?
3. Who’s support do you need to affect lasting, strategic resource management efforts?
Why Is It Important?– Multiplier Effect
– Multiplying your efforts across the organization– Align others to your goals and strategy– Foster champions and drive action in the field
– Cross-Functionality• Add complementary knowledge, skills and abilities to
your own• Gain partners and garner buy-in
– leadership– key roles and departments
– Sustained Success• Continual improvement through organizational change
– minimize risk through redundant skill development– build on successes – broaden the impact of your program
Organizational Engagement
Audience Poll
How many people in your organization are responsible for energy management or sustainability as part of their role? 1% 10% 50% 100%
The Blueprint Framework
Disparate efforts, lost opportunity, disconnect from organizational strategy
Coordinated efforts, focused results, exponential value to organizational strategy
Resources, Processes, Knowledge
Actionable Information
Focused & Effective
Action
Risk & Opportunity Briefing
Leadership Commitment
Cross-Functional Team Development
Policy and Process Development
Internal Initiative Branding & Launch
Job Description Modifications & Incentives Development
Key Employee Group Training
Competition & Gamification
Best Practice & Success Sharing
Ongoing Outreach/Engagement Campaign
People Keystone
“ We can’t get consistency in
behavior, decision making or protocols.”
“Our energy/sustainability
committee has stalled .”
“There’s too much data and
not enough information.”
“Continual improvement is a
priority.”
“We consistently miss the boat on
rate management opportunities.”
The Voice of Opportunity
“We have a great health and safety
and customer service culture, how can we do the same
with efficiency?”
“I’ve got 40,000 employees
affecting our energy costs. How
do we deal with that?”
“I can’t get my General managers (or Exec Suite, or Ops Team or…) to focus on this. They just don’t see it as
a priority.”
“ We’ve got EMS and automated systems
in place, we’ve taken the people factor out
of the equation.”
“ They’re just here to punch a time-clock (or make margin, or keep boilers running,
or…) we won’t get them to change.”
Risk & Opportunity Briefing
Leadership Commitment
Cross-Functional Team Development
Policy and Process Development
Internal Initiative Branding & Launch
Job Description Modifications & Incentives Development
Key Employee Group Training
Competition & Gamification
Best Practice & Success Sharing
Ongoing Outreach/Engagement Campaign
“I can’t get my General managers (or Exec Suite, or Ops Team or Finance or…) to focus on this. They just don’t see it as a priority.”
Challenge:Reduce consumption in
unoccupied rooms
WaterLeaks and DripsLaundry Volume
Energy Lights
Thermostat SettingsExterior Doors and Windows
Plug Load
Energy and Water Consumption in Unoccupied RoomsThe Risk: Unnecessary energy and water consumption Decreased credibility Multiply by 100+ of sites, 1,000’s of rooms
The Opportunity: Example: Turning off unneeded lights in unoccupied rooms
= $24,000/yr in identified savings opportunity Example: Turning off faucets, reporting leaks and drips
= $51,000/yr in identified savings opportunity.
People: From Opportunity to Action
$183,500 in identified savings
People: From Opportunity to Action
The Action:
Identify Stakeholders/Impactors– Corporate Leadership– General Managers– Housekeeping Management– Housekeeping staff– HR– Operations– Facility Management– Laundry Services
And Necessary Outcomes
People: From Opportunity to Action
The Action:
Policy Creation Clear Relevant Enforceable
People: From Opportunity to Action
The Action:
Deploy and Engage Policy Development
Rooms Energy Policy
CommunicationsQuarterly Newsletter in English & SpanishWeather BoardManagement meetings
TrainingAll Staff, GM’s, FM’s, Housekeeping
AccountabilitySpot-checks/audits
Internal ReportingProgress to Goals
Feedback LoopsEmployee Suggestions, Recognition
The Value
-Multiplier effect
-Realize and maintain changes
-Embed in corporate value
-Optimize resources
Summary
People at every level of the organization
Engage and empower and connect initiatives
Many hands make light(er) work
Behavioral and operational based savings (2-5%)
Q & A
Upcoming Ecova Webinars
INSIDE ENERGY & SUSTAINABILITY SERIES Right-Size Waste to Deliver Bottom-Line Savings: Thurs, April
3rd at 11am PDT
DIAL IN THE SAVINGS SERIES Illustrating Telecom’s Value to the C-Suite: Wed, April 2nd at 1pm
PDT
Questions, comments, suggestions? webinars@ecova.com
Q&A
Thank you!