Energy Into Action: Bryan Leslie


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  • You need to have your shareholders endorse the concept of greening;
    The Driver for Team Up Green was leadership that had the foresight to see that greening was good for the planet and at the same time good for the company
    Budgets were established through best practice investigation, market research, and internal know-how

    -You need to have a good story to present (ROI / IRR)
    You need to set goals;
    -You need to have company wide buy in. Having a cross section of the company on the committee is helpful as they can reperesent different perspective and solicit feedback.
    Use Gen “y”, as they were born with blue bins nd CFL’s in their homes, and are looking to their company’s for this.

    Targets were established from industry benchmarking and the “gut check” How well can we do this?
  • So, you want to retrofit your building but where to start?
    -You will need to put time (and some money into the investigation. (some suppliers can be a resource to help you with this)
    -You will need a scope and design to be able to measure whether its doable…
    I suggest bringing in TH in the beginning, because they are a recourse as well, and can illustrate the pitfalls of the work.
    -The design needs to be defendable in its savings model, but if the Incentives are known, they can be used to push a project over the goal line
    If you can demonstrate the effectiveness of a project to Toronto Hydro, the same model can and should be used for company approval.

    Even if you have a consulting firm on the job, it is important to use TH to help improve ROI’s through incentives

  • Largest LED retrofits

    But can be many things, and TH is the resource you need

  • Getting others to buy in to greening isn’t easy, but its always worth it. We had to convince F&B that changing into LED lights dropping from 50 watts to 6 watts wouldn’t affect sales.
    We had to relearn housekeeping to split 1 stream of waste into 4.
    Attaching retrofits to lifecycle trends: Look to areas where lighting will be needing replacement and use that capital requirement to bolster the sell to Green fixtures
    The new normal is a certain level of acceptance. I’ve found that if work is designed with staff involved, and they are part of the decicion making process, than acceptance is more easily achieved. If they understand what “waving thir hands” one and a while means to the bottom line, and the planet, then they are usually on side with it.

  • Our operators think differently: Resulting in savings becaue they now where a green hat.
    They promote new ideas

    We are planning more projects for the next 2 years, and my focus will be control, AND DEMAND MANAGEMENT

  • Drawings are key. If you’re not comfortable that the building drawings are up to date (and who’s are) you’ll need to ensure the spec puts the onus on the contractor to verify services as part of the project.
    Having members from all departments ensures you keep the nay-sayers to a minimum, you want their buy-in.
    -Peer review will help keep financial efficiency, and company finance can be a resource here. If you can achieve accounting approval through internal peer review, overall approval goes much easier. An impartial advisor that understands all the nuances of utility use can be very valuable.

    Trust me, I tried it all…from urinal flushometers to a new blackberry… I doesn’t hurt to ask. They are there to help.
  • Energy Into Action: Bryan Leslie

    1. 1. Toronto Hydro / MLSE: CDM DSM Programs Toronto Hydro and the Air Canada Centre Bryan Leslie November 4, 2010
    2. 2. Agenda: • Starting Green • CDM/DSM program potential from a Managers perspective • What did we do? • How did it get done? • What was the result? • Final thoughts 2
    3. 3. Starting Green at MLSE: • Objectives 1. Reduce Utilities by 30% 2. Reduce Carbon footprint by 30% 3. Reduce waste to landfill by 95% • Company buy-in • Participation (Green committee) 3
    4. 4. CDM/DSM program potential from a Managers perspective: • Toronto Hydro as a resource • Building an ROI with incentives “in” • Obtaining budgetary approval for projects 4
    5. 5. What did we do? • Through cooperation with Toronto Hydro, we have completed a $300,000 lighting retrofit: one of the largest in the Toronto Hydro CDM program! • We are now looking at: – Lighting (phase 2), HVAC, controls 5
    6. 6. How did it get done? • Selling the idea to shareholders/ other departments: All parties need to understand and buy in to “the new normal” • Attaching retrofits to lifecycle trends 6
    7. 7. What was the result? • We’ve reduced utilities by 7% in the first year • We’ve turned Greening into a sellable commodity • We’ve connected to Gen “Y” staff and engaged them • We’ve reduced maintenance costs 7
    8. 8. Final Thoughts: • Check your as-builts before you begin to prevent extras on the project • Build a team of members of all departments • Peer review projects • If you don’t know whether there is an incentive for a particular project – ASK! 8