UNIDO EnMS Expert Training Module 1 Day 1 · enterprises on EnMS Implement. Int. Exp to coach and...

UNIDO EnMS Expert Training

Module 1

Day 1LocationTrainers

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DAY 1Registration 15 08:30 08:45Welcome and opening remarks 10 08:45 08:55Demonstrate Basecamp and set up contactinformation 15 08:55 09:10

Setting the Stage and Expert Training approach 20 09:10 09:30Break 15 09:30 09:45Exercise - Team Building - NSEW 10 70 09:45 11:05Management Commitment 20 11:05 11:25Scope and Boundaries 10 15 11:25 11:50Lunch 45 11:50 12:35Exercise - Barriers - Force Field Analysis 5 40 12:35 13:20Energy Policy 10 20 13:20 13:50Break 15 13:50 14:05Roles, Responsibilities and Authority 25 55 14:05 15:25Energy Management Planning Process 20 15:25 15:45Legal and other requirements 15 30 15:45 16:30TOTALS 2.42 3.33 1.50

Welcome

•Introductions•Overview of the 3 days•Purpose

- Improve energy performance

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Basecamp

• We will be a project in Basecamp• Contact Information• Messages• Calendar• File Sharing

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Setting the Stage and Expert Trainingapproach 20 09:10 09:30

Break 15 09:30 09:45Exercise - Team Building - NSEW 10 70 09:45 11:05Management Commitment 20 11:05 11:25Scope and Boundaries 10 15 11:25 11:50Lunch 45 11:50 12:35Exercise - Barriers - Force Field Analysis 5 40 12:35 13:20Energy Policy 10 20 13:20 13:50Break 15 13:50 14:05Roles, Responsibilities and Authority 25 55 14:05 15:25Energy Management Planning Process 20 15:25 15:45Legal and other requirements 15 30 15:45 16:30TOTALS 2.42 3.33 1.50

Overview of the UNIDO EnMS

Capacity Building Programme

Industrial Energy Efficiency UnitUNIDO

UNIDO Industrial Energy Efficiency Programme

Thematic focus areas• Energy management systems (EnMS) and standards• Energy systems optimization (steam, pumps, etc.)• Industrial energy and carbon benchmarking• Sub-sector, process and product specific low-carbon technology• Energy and Carbon Storage technologies

• Hydrogen technology applications (RE+H2, fuel-cells in industry & transport)• Carbon Capture & Storage technology in selected industrial sectors

• Renewable energy technologies for industrial applications

Operational in 12 countries; ongoing & planned activities in more than 30countries

UNIDO EnMS Programme

Operational

South AfricaMoldovaRussiaTurkeyIranMalaysia

ThailandViet NamPhilippinesEgyptIndonesiaEcuador

Total UNIDO Funds Total Co-Funding Total Project Funding

58 Mio US$ 456 Mio US$ 514 Mio US$

Ongoingdiscussion

UNIDO Industrial Energy Efficiency ProgrammeTaking a Comprehensive Approach

Objectives: To reduce GHG emissions & enhance competitiveness ofindustry through improved energy efficiency and the transformation of themarket for industrial energy efficiency products and services.

Project components1. Policy and institutional support2. Capacity building (EE service providers, vendors and enterprises)3. EE projects development and implementation4. Development of/ support to IEE investment supporting schemes (in

partnership with financing institutions)

UNIDO EnMS Capacity Building programmeElements, target groups and objectives

½ dayAwarenessWorkshop

2 day UsersTraining

ExpertsTraining

Target group:Top management

Objective:To achieve buy in forEnMS and SystemOptimization on theproject

Target group:Management repr.,energy managersand other personnelof enterprises/ org.

Objective:Enable to developand implement EnMS

Target group:EE consultants, ESCOs,ISO 14001 experts andothers

Objective:Enable to provide EnMSdev. & impl. technicalassistance and training

UNIDO EnMS Capacity Building programme• Envisaged scheduling

Preparation

months

Experts trainees work with partnerenterprises on EnMS Planning

Experts trainees work with partnerenterprises on EnMS Implement.

Int. Exp to coach and assist Int. Exp to coach and assist

0 3 6 11-12 16-18

½ dayWorkshops

2 day UsersTraining

ExpertsTraining

M1

2 day UsersTraining

ExpertsTraining

M2

2 day UsersTraining

ExpertsTraining

M3

Delivered byInternationalExperts

ExpertsTrainees(observing)and Partnerenterprises


Module 1 (M1)Planning

Delivered byInt. & Nat.Experts

Traineesfromenterprises


Module 2 (M2)Implementation &Checking

Delivered byNat. Experts



Module 3 (M3)Review

Qualification test


EnvisagedPartnerenterprises &Expertstrainees first

UNIDO EnMS Capacity Building programme• Envisaged scheduling

months

Experts trainees work with partnerenterprises on EnMS Implement.

Int. Exp to coach and assist

11-12 16-18

Trained national EnMS experts provide technicalsupport to enterprises in EnMS development andimplementation

2 day UsersTraining

ExpertsTraining

M2

2 day UsersTraining

2 day UsersTraining

ExpertsTraining

M3

½ dayWorkshops

Delivered byInt. & Nat.Experts



Module 2 (M2)Implementation &Checking

Delivered byNat. Experts



Module 3 (M3)Review

Qualification test

Delivered byNationalExperts

Trainees fromenterprises

Delivered byNationalExperts

Trainees fromenterprises

Several national experts teaming withdemonstration plant to implement EnMS

Conflicting messages and styles can delayimplementation

Teams will match consultants and companies Consequences of not working together:

− Not included in national training program− Will not be certified as trainers or service

providers

Multiple Consultant Model

− Coaching of National Experts by International Experts− Coaching demonstration companies by national

experts Regular meetings: Monthly webinars for national experts by

international experts Bi-monthly meetings for demonstration plants

and national experts Website for posting deliverables and sharing

documents

Remote Coaching

See you in 15 minutes!

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Exercise 01: TeamBuilding

Leadership Compass

Step 1: Determine your work approach

Step 2: Define your direction

Step 3: Plan a vacation

Step 4: Characterize work style

Exercise Format

Step 1: Work Approach

1. Review the 4 approaches to work – North, South, Eastand West.

2. Determine which work style best describes you.3. Join your small group at the flip chart labeled with your

compass direction.

North: The “Get It Done” person

Approach to work•Assertive, Active, Decisive•Likes to be in control and determine the course of events•Quick to act, expresses urgency for others to act quickly also•Enjoys challenging people and situations•Thinks in terms of the “bottom line”•Likes a quick pace and the fast track•Courageous, Ambitious, and Confident•Perseveres – Not stopped by “NO”•Goal-centered, ambitious•Hardworking leader who is comfortable being in front•Value Words – “Do it now!” “I’ll do it.”

North: The “Get It Done” person

South: The Nurturer

Approach to work•Friendly, likeable team player•Allows others to feel important•Supportive, nurturing and caring towards colleagues•Willing to trust others’ statements at face value•Peace-loving, sympathetic, and helpful•Feelings-based, trusts own emotions and intuition as truth•Able to focus on the present moment•Process-centered•Generous, non-competitive and likes to build on the ideas ofothers•Value Words: “Right” and “Fair”

South: The Nurturer

East: The Visionary

Approach to work•Innovative, Creative and sees the big picture•Very idea oriented, focuses on future thought•Risk-taker, adventurous, spontaneous•Has insight into mission and purpose•Looks for overarching themes and ideas•Appreciates a lot of information•Strong spiritual awareness, free spirited, unconventional•Likes to experiment and explore•Value words: “Option” “Possibility”

East: The Visionary

West: The Analyst

Approach to work•Seen as practical, dependable, and thorough•Provide planning and resources to others•Moves carefully, deliberately, and follows procedures andguidelines•Use data to make logical and analytical decisions•Weighs all sides of an issue, balanced•Introspective, self-analytical, focused, reserved•Careful, thoroughly examines people’s needs in situations•Works well with existing resources – gets the most out of whathas been done in the past•Skilled at finding the fatal flaw in an idea or a project•Value Words: “Objective,” “Organized”

West: The Analyst

Step 2: Define your DirectionOn the flip chart:1.List what is really great about being your “direction”.

2.List what is really hard about being your “direction”.

You have 10 minutes!

Step 3: Vacation Planning1. Each group will plan a vacation. Describe the

vacation including what, where, how and why.You have 15 minutes!

2. Assign a spokesperson.3. Each group has 3 minutes to describe their

vacation.

Step 4: Work Style1. Brainstorm the best ways to work with your

“direction”. Choose the top 3 ways to work withyour “direction”.

2. Assign a new spokesperson. You have 10minutes!

3. Each group has 2 minutes to describe the top 3ways to work with your “direction”

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Management’s Role

•Without top managementcommitment, the EnMSwill not succeed!

•Top managementcontrols: priorities authorities resources

•Top management must beengaged and visible!

The foundation of management commitmentManagement commitment begins with buy-in tothe business value of a systematic approach toenergy management.Continued management commitment relies oncontinual refinement and communication of thebusiness value of energy management.Over time, the organization’s own achievementsand improvements will demonstrate the businessvalue of energy management.

It is imperative that energymanagement goals flowthrough the managementhierarchy from the topthrough middle managementto the employee on the frontlines, so that everyone has aclear understanding of theirroles and responsibilities inachieving those goals.

Organizational Reality

Management Commitment Connections

ManagementCommitment

Scope andboundaries

Roles andResponsibilitiesand resources

Managementrepresentative

Energypolicy

How does top management demonstratecommitment?

• Agree the scope andboundaries of the EnMS

• Establish energy policy• Roles and responsibilities• Allocate resources• Appoint management

representative• Approve formation of energy

management team• Communicate importance of

energy management

• Ensure objectives, targets,and appropriate ENPIs areestablished

• Consider energyperformance in long-termplanning

• Ensure measurement andreporting of results

• Conduct managementreviews

What are the responsibilities of the managementrepresentative?

• Plan, implement andcontinually improve theEnMS

• Develop energymanagement team

• Report to topmanagement on

• energy performance• performance of the energymanagement system

• Make sure energyplanning supports theenergy policy

• Define and communicateresponsibilities

• Determine how to ensureenergy managementsystem effectiveness

• Promote awarenessacross the organization

Reporting is key!

• Reporting is a key element in maintainingmanagement commitment

• Ongoing communication of successes buildsconfidence and buy-in

• Clear, concise information on results makesbest use of valuable management time

• Value-added information leads to informeddecision-making

Expert’s Role in Management Commitment

Develop strategies for topmanagement involvement andvisibility.

Promote ongoing refinement andcommunication of the business case.

Mentor the managementrepresentative

Ensure framework for reporting tomanagement is established andimplemented.

Implement management review as anaction-based process.

Typical Barriers

• Competing organizational priorities• Resource constraints• View of energy as overhead• “Aren’t we already doing this?”• “Not my job” mentality• Information overload

Value to the Organization

Aligns energy managementwith organizational prioritiesEnsures long-term

sustainability of the EnMSEncourages employee buy-in

and participationProvides visible

demonstration ofenvironmental leadership toexternal parties

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Scope and Boundaries

Scope and boundaries of the EnMS need to be Defined Documented

What Are You Including?

Property andBuildings

Energy Systemsand Process

Equipment People

EnMS

Is There Anything That is Not Included? Do you have a building or location that you are

not including? Do you have a process or product line you are

not including? Is there an area on which you do not have

energy information? Is there an area where you cannot gain

employee involvement or participation? Is there a different management team or decision

structure?


A clearly definedscope andboundary allowsthe organization toset clearexpectations andproperly focus theirefforts


Boundaries mayrepresent separatephysical spaces

Connections and Considerations

Top managementcommitment

Energy review coversthe scope

Competence awarenessand training cover thescope of the system

Were all energy sourcesconsidered?

Were other relationshipssuch as corporatepurchasing addressed?

Were other systems suchas ISO 9001 & ISO 14001considered?

Potential Barriers

Existing managementsystem only covers apart of the organization.

Corporate controlscertain functions such aspurchasing, or design.

Limited energy data.

Value to the organization

Allows the organizationto focus their efforts

Allows the organizationto focus their resources

Allows the organizationto clearly communicatethe expectations

Exercise

•Use scope and boundaries tab

•List all energy sources included and excluded

•List all buildings/facilities included

•Is water use included?

•Is transport included?

•Document reasons for excluding anything


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Force field analysis (Lewin, 1951)

EnergyPerformanceOpportunity

(EnMSSystem)

Significant Improvement potential

Low investment

Good Training

Energy Cost Increase

Knowledge of plant

It is working OK Now

We have no money forInvestment

What improvement Potential?CSR

I haven't time for this FAD?

Behaviour change

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Setting the Stage and Expert Training approach 20 09:10 09:30Break 15 09:30 09:45Exercise - Team Building - NSEW 10 70 09:45 11:05Management Commitment 20 11:05 11:25Scope and Boundaries 10 15 11:25 11:50Lunch 45 11:50 12:35Exercise - Barriers - Force Field Analysis 5 40 12:35 13:20

Energy Policy 10 20 13:20 13:50Break 15 13:50 14:05Roles, Responsibilities and Authority 25 55 14:05 15:25Energy Management Planning Process 20 15:25 15:45Legal and other requirements 15 30 15:45 16:30TOTALS 2.42 3.33 1.50

Energy PolicySystem Driver• Management commitment• Legal and other compliance• Energy performance improvement• Energy objectives and targets

System Check• Energy planning• Training and communication• Operational controls• Procurement and design• Management review

Energy policy

States the organization’scommitments to:

• Continual energyperformance improvement

• Availability of informationand resources to achieveobjectives and targets

• Compliance with legal andother energy requirements

Energy policySupports the organization’s:

Purchase of energy-efficient products andservices

Consideration of energyperformance improvementin design

Energy policy basics

Defined andapproved by topmanagement

Appropriate for theorganization

Provides theframework forobjectives and targets

DocumentedCommunicatedRegularly reviewedUpdated as needed

Example

As an energy intense manufacturer of specialty glass, XYZ Companystrives to reduce its energy consumption and costs and promote thelong-term environmental and economic sustainability of its operations.We are committed to:Reduce energy use per unit of production by 25% in 10 years in ourmanufacturing operationsEnsure continual improvement in our energy performanceDeploy information and resources to achieve our objectives and targetsUphold legal and other requirements regarding energyConsider energy performance improvements in design and modificationof our facilities, equipment, systems and processesEffectively procure and utilize energy-efficient products and services

Communicating the Policy•Integral part of a management system awareness andcommunication program—First piece of the EnMS that thewhole organization is exposed to

•Post the policy throughout your facilities/work sites,incorporate in trainings, place on intranet, etc.

•Be creative in communication: backs of ID tags, on hardhats, in annual report, websites, paycheck stuffers, etc.

•Plan for how the policy will be communicated to part-timeand temporary employees and to contractors and suppliersworking on your site.

Typical Barriers

Too lengthy or complicated

Too many levels ofmanagement approval

Resistance to integrating theenergy policy with othermanagement system policies

Value to the Organization

• Visible statement of top

management commitment

• Sets strategic direction

• Establishes energy as a

priority

• Communicates energy

performance commitments

• Supports sustainability

Exercise

• Review/Update your energy policy• Ensure you include the items discussed here

where applicable• Are you missing anything?• Does each element help to improve energy

performance?• How long will it take to get approved?


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Roles, Responsibilities and Authorities

• Developed and communicatedby the managementrepresentative with topmanagement support.

• Everyone has a role in andresponsibilities for energymanagement.

• Communication and training arekey to employee understanding.

• Elevate energy as abusiness priority

• Create a positive culture• Set the direction• Lead by example• Stay visible and involved• Evaluate and communicate

progress

Top Management

• Encourage employee collaboration• Set and achieve milestones and

deliverables for tasks• Be proactive!• Leverage what’s already in place• Communicate effectively• Focus continual improvement efforts

Management Representative

The Energy TeamTeam Member Qualifications• Chosen to ensure cross-

functional representation• Staff from the operational

level• Specifically chosen for their

operational knowledge,skills and aptitudes

• Knowledgeable aboutorganization culture

Team Responsibilities• Serve as advocates for

energy management• Gather, organize, and

disseminate data andinformation

• Assist in developingdocuments and processes

• Execute implementationtasks

• Provide a “reality check”

What are the most criticalissues and where are they inthe organization?Who has responsibility forenergy issues?Which managers are mostdirectly concerned withand/or potentially affected byenergy issues?

Who can issue policiesand/or allocate resources?Who can give credence toyour program?Who do employees trust?Who has strong operationalknowledge and experience?Who outside the fence lineshould be involved in EnMSdecisions?

Forming the Energy Team

Energy Manager• In some organisations, this may be the same person as themanagement representative

•Often not a full time job;•For example, maintenance or engineering manager or engineer•Probably a technical person with energy engineering knowledge

Role• Implement the EnMS• Owns the EnMS• Manages energy use• Acts as auditee for the

EnMS

Responsibility• Varies with organisation• Implementation• Energy budget• Reporting

Small/Medium organisationTop person

Finance Production QualityHealth and

SafetyEngineering

Roles may be combined For example the engineering manager might be responsible

for:• Engineering• Projects• Energy• Maintenance

He/she would be the senior management supporter and alsothe day to day operational driver of the EnMS

In very small organisations all of the above roles may becombined into one person.

Top person

Finance Production QualityHealth and

SafetyEngineering

Project Mgr

Maint Mgr

Util Mgr

Energy Mgr

Large organisation

Possibly a full time role for adedicated energy manager

ManagementRepresentative

Chairperson

CompanyAccountant

Financial perspective

Productionsupervisor

Production driver

EnvironmentalofficerEnv perspective

Productionengineer

Technical support

FacilitiesengineerTechnical support

EnergyManager

Coordinator

Sample energy management team

Composition will vary with organisation and cultureSize will varyThe energy manager may deputise for the mgmt repTeamwork

Establishes expectationsEnsures the most appropriate individuals are

performing tasksDecreases work duplication Improves efficiency of organization and teamsDecreases employee frustration

Value to the Organization—Defined Roles,Responsibilities and Authorities

• Unclear or insufficientauthority

• Supervisors or managerswho have not bought intothe process

• Insufficient time and/orresources

• Doing it alone• Not communicating

progress

• Bringing employees in atthe last minute

• Not communicating goodnews regularly

• Not using the “Keep ItSimple & Sustainable”(KISS) rule

Typical Barriers and Potential Pitfalls

• Take the time to develop a team dynamic• Provide training to the core and implementation

teams• Be willing to change team make-up based on

activities in each phase of implementation• Hold team members accountable for their roles and

responsibilities• Facilitate the implementation at the core team level• Delegate activities to the implementation team and

employee levels• Document and communicate the energy

management system value to the organization

Tips for Success

ExerciseIn your teams

Use the roles and responsibilities tab

Update for your organisation

It will need to be communicated, adjusted and

accepted.

This is critically important

It will need to be regularly updated and maintained

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Planning •How much energy am I using?•Where am I using it?•What Legal requirements are related tomy energy use?

•What Other requirements are related tomy energy use?

•Which are significant users?•What is driving it?•Who is influencing its use?•Do I need to have an energy audit?•System Optimization•Renewable energy options•Are there legal or other requirements?•Develop baseline & indicators•Set objectives and targets•Action Plans

Introduction

Detailed look at the planning part of anEnMSThis is the set up of the main part of your

systemRemember the purpose is to improve

energy performance, i.e. to save energy

What is planning?

We have a policy with management support,resources, strategic direction and committed team

members

We now want to translate this policy into an

action plan

for improved energy performance

Energy Planning

Legal andother

requirements

EnergyReview

EnergyPerformance Metrics

Objectives,Targets &

ActionPlans

1. Energy bill and sub-meterdata

2. Analyze past, presentand future energy use

7. Technical energy audits

8. Identify opportunities forimproved performance,

review and decide on actionplans

6. Review operationalcontrol for all SEUs

4. Identify Drivers, get dataand analyze SEUs

3. Identify and quantifySignificant Energy Users

(SEUs)

5. Develop baselines andPerformance indicators for

each SEU

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Planning

Legal andother

requirements

EnergyReview

EnergyPerformance

Metrics

Objective,Targets &

Action Plans

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EvaluationEnsure

ConnectionsDevelop aRegistry

Identify

RegionalTrading

Schemes

National

Operationalcontrols

Records

Local Communication

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Legal Requirements

Examples

• Energy Act 2008, National Energy Efficiency Strategy and the Renewable• Strategy : For Mining and Industry: A Target Final Energy Demand

Reduction of 15% by 2015• The Department of Environmental Affairs looking at GHG emission

targets (already there is an emissions tax on new vehicles)• The DOE (in progress or under consideration)• Regulations around energy management plans (including energy

management opportunities/projects and self-imposed savings targets forlarge users),

• The reporting of energy consumption data to the DOE annually,• A provision for measures to be adopted in the event of energy shortage,• A mandatory standard on EE motors and appliance labelling for

household appliances etc

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Source: South Africa

Are there particular examples from your owncountry?

Are there online legal services available?

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Other requirements

Determine what needs to be done to meet the otherrequirement

Develop a list of Other requirements

Identify the Other requirementsTax incentives Corporate energy policy Voluntary Agreements

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When Things Change

Remember - when activities, equipment, orprocesses change, legal and otherrequirements need to be checked!

Recognize relationship between regulatedactivity process owners and requirements.

When management changes review prioritiesand organizational commitments.

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Typical Barriers

Knowledge of theprocess

Knowledge of theregulations

Knowledge of theorganizationalcommitments

Requirements notcurrently implemented

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Value to the Organization Clear understanding of

regulatory requirements Clear understanding of and

related penalties/costs fornon-compliance

Registry of legalrequirements and otherrequirements for use

Evaluation records of legalrequirements

Clear accountabilities Clear communication

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Exercise – work on your legal andother requirements list

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The EXAMINATION!

Tests

• 75 minutes• Answer all questions• Open book• No external communication

• Purpose of this test is to allow you and us to see strengths and weaknessesand to take corrective action.

• It does not count towards final result on the program.

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QXX Which of these is the most effective EnPI fora large refrigeration system? (circle the most

appropriate) (2 marks)1. The trend of the difference between thecondensing temperature and evaporatingtemperature.2. Coefficient of performance (COP)3. EnPI based on regression analysis of thecompressor electrical power against the coolingload and ambient wet bulb temperature4. Coefficient of system performance (COSP)

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QXX Reducing the demand for steam on a steamsystem (without affecting production output) whereboiler efficiency is used as an EnPI will improve the

energy performance of the steam system. (circlecorrect answer) (1 mark)

1. True2. False

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QXX Convert 1.28 TJ into MWh. (circle appropriateanswer) (1 mark)

1. 356 MWh2. 72 MWh3. 1376 MWh4. 0.82 MWh

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QXX An energy saving investment costs $1,000and will save $300 per year but increase

maintenance costs by $10 per month, what is itsIRR? (circle appropriate answer) (3 marks)

1. 5%2. 13%3. 3%4. 29%

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UNIDO EnMS Expert Training Module 1 Day 1 · enterprises on EnMS Implement. Int. Exp to coach and...

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Transcript of UNIDO EnMS Expert Training Module 1 Day 1 · enterprises on EnMS Implement. Int. Exp to coach and...