ENERGY MANAGEMENT TAKES OFF WITH EUREST.

CLIENT PROFILE.Heathrow covers 1,227 hectares and handles 70 million passengers each year. Eighty four airlines fly out of Heathrow to 184 destinations across 80 countries, with over 1,288 flights using the airport every day.

CHALLENGE.Heathrow contains 6,000 square metres of real estate that consumes two megawatts of power every year, equal to the annual energy consumption of the Isles of Scilly.

Managing and reducing Heathrow’s energy consumption is a significant undertaking and a high priority for the airport’s management team. As part of this challenge Eurest identified a need to tackle the energy consumption of Heathrow’s facilities estate, and yet discovered there was no clear energy management system in place.

Increasing costs of utilities coupled with the global impact from C02 and legislative controls impact our environment. We believe it’s our corporate responsibility to lead our sector by example.

RESULT.SAVINGS WITH ALTITUDEThe Energy Management Programme developed by Eurest at Heathrow is now ISO 50001 accredited and has a proven track record of delivering energy savings of between ten and 25 per cent. Savings realised are reinvested into the programme to drive the pace of change.

CASE STUDY

SOLUTION.Michael Castle, the Account Director for London Heathrow Airport, led the drive to implement an energy management system: “The economy is driving the pace for change — increasing costs of utilities coupled with the global impact from C0

2 and legislative controls impact

our environment, where we have a corporate responsibility to lead the industry to change.”

This was particularly true since, even after extensive research, Michael found a distinct lack of practical strategy in the energy management market. He uncovered lots of isolated components, theories and strategies but little in the way of road maps for change that could be applied in a straightforward way.

Eurest chose the ISO 50001 Energy Management System, an international standard for energy management, as the framework for their vehicle for change. Not only did it offer a distinct set of disciplines and activities, it also had a solid track record of driving externally-validated energy reductions that would lead to reduced costs within Heathrow’s facilities.

As a first step, Eurest set up an Energy Management Team to provide the leadership, enthusiasm, commitment, experts and, above all, the pace that real change requires. It drew on a variety of external sources as well as Eurest’s own theories of what would work best for the Heathrow estate to create a road map for change that could be applied locally on a unit-by-unit basis or on a wider level throughout an operating group.

Its strategy was based on return on investment principles, taking the form of self-funded energy development and management by using the savings made through energy reductions in year one to accelerate future years of a programme for change.

CREATING THE RIGHT CULTURE FOR CHANGEEurest set out procedures and policies, engaged with suppliers, went to their R&D departments to understand what energy management means in manufacturing, brought in innovators, consultants and delivered a well defined ISO system, as well as managing the pace and drive for change.

The road map approach was extremely easy for everyone involved to grasp and follow. It was simple for the team to check and review progress and see the improvements as they happened which galvanised efforts and increased the pace of change.

TRAINING FOR SUCCESSWidespread basic training made sure all Eurest colleagues thoroughly understood every procedure and what the various new activities meant at a unit level. Furthermore, to encourage a total unit approach, Eurest encouraged competitive behaviour by introducing a monthly Energy Award to recognise the unit that achieved the greatest success in reducing energy consumption.

GETTING THE MESSAGE ACROSSKeeping 300 team members and managers, as well as key clients and stakeholders engaged and updated required a comprehensive communications programme.

Clients received regular updates at business reviews and the operational team got a monthly bulletin with easy-to-understand graphical meter readings and consumption information. Eurest also created clear channels for communication so that suggestions and feedback flowed smoothly.

DATA THAT MAKES SENSEEffective energy management had to stem from a clear picture of the different energy requirements of each and every electronic asset used in the Heathrow facilities estate. In total, Eurest had 2,300 items of catering and facilities equipment and 839,000 potential annual points of failure which required careful daily management, with many operating in locations with restricted access.

Once an asset list was pulled together to form the master record, Eurest made a commitment that each item of equipment would be independently metered over the course of six months.

MAKING SMART EQUIPMENT CHOICESHigh-energy-consuming equipment such as toasters, coffee machines and specialist airport chilled-refrigeration equipment were reviewed in order to establish a longer-term plan to move to the most efficient models available. Eurest put in place a planned lifecycle management programme to introduce energy-reducing equipment at the most cost-effective points, as well as making sure all best practices identified were incorporated into three new Terminal 2 facilities and into the numerous refurbishment projects undertaken every year.

Eurest set up an Energy Management Team to provide the leadership, enthusiasm, commitment, experts and, above all, the pace that real change requires.

WHAT MATTERS TO YOU

GREAT PRICE

CORPORATE RESPONSIBILITY

RESULT.In the first year Eurest achieved a 25 per cent reduction in energy consumption against a target of ten per cent. This outstanding result meant a positive growth cycle of management and investment began straightaway because the agreement was that any savings above ten per cent would be reinvested back into the programme.

In real money terms, Eurest achieved around £70,000 in year one reductions with an estimated 43,000 fewer kilos of C0

2 consumed.

ASSESSMENT EFFORTS PAID OFFCarrying out the baseline assessments required effort and commitment — but it paid off. The initial assessments at Heathrow showed that 25 per cent of energy was wasted through lack of knowledge and understanding of the impacts of poor energy management. Good behaviour created an immediate seven per cent reduction in costs and C0

2.

As the programme matures, Eurest hopes to continue to exceed the original targets.

Quarterly audits by the Energy Management Team ensured cultural change became a normal part of working practices and routines and that everyone was kept up to speed with legal requirements and best practice.

To further underwrite the energy management system, Eurest sought and achieved accreditation to ISO 50001 — an internationally-recognised standard. All the required policies and procedures covering every facet of the energy management system were written, approved and submitted to gain the accreditation, making adopting energy management a clear operational deliverable.

INNOVATING THROUGH DESIGNEngaging with the Eurest supply chain was an important part of understanding what equipment and innovation in the market today could bring to the process.

Eurest sought out innovative artisan engineers within the UK and worked with them on live R&D to develop optimum performance for their equipment. Eurest bought the prototype and completed market research in units to make sure innovation was balanced with customer satisfaction.

HERE ARE A FEW EXAMPLES:

Nyfred Toastech is an independent, local British engineering specialist that worked with Eurest to fine-tune their toaster technology. By engaging with Nyfred, equipment repair bills fell, customers now receive a much better product and energy savings paid for the equipment in less than 24 months.

Eurest achieved around £70,000 in year one reductions with an estimated 43,000 fewer kilos of C02 consumed.

Bardens FM Ltd provides specialist airport engineering, including lighting. Eurest had identified increasing lighting costs and so decided to rethink the way it operated lighting schemes, leading Bardens to engage with its suppliers to make special LED bulbs for light fittings. At one restaurant we haven’t replaced a single light bulb in 12 months. So sound was the cost benefit analysis that the return on investment occurred in less than six months.

Electrolux, our heavy equipment supplier, provides us with a raft of energy-efficient equipment from HSG fast energy-efficient grills, to eco-friendly refrigeration. Green and Clean™ plate wash machines use the heat generated to pre-heat the wash water and reduce the energy consumption of washing by 40 per cent.

TAKING ENERGY SAVINGS BEYOND HEATHROWEurest is taking the learnings from the Heathrow Energy Management Programme and sharing it with (currently) 7,000 Eurest units across the UK. Eurest expects that the application of the standards and processes established at Heathrow will drive savings of more than ten per cent for their clients.