FMP Event - Implementing measures to make the BT estate more energy efficient - Nick McDonald
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BTFS Senior Energy Manager
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FMP Event - Implementing measures to make the BT estate more energy efficient - Nick McDonald
- 1. Implementing Measures to Make the BT Estate More Energy Efficient Nick Macdonald Smith – BTFS Senior Energy Manager FMP – 15th October 2015
- 2. BT and Energy £306m £9.8m £2.9m £908k • BT UK Total energy use • BT UK Total energy saving • Total UK Office estate saving • Total BTFS energy saving 6th year of energy reduction in 2014-15 £1.79m – BTFS savings target
- 3. BT and Property Regular BTFS presence 4,100 Gas/Oil heated 1,780 Data Centres 16 Electrically heated 5,000 ‘Estate’ Buildings 200 Buildings with over 100 occupants 110 Network Buildings 5,500 Sub-let properties 43
- 4. BTFS – 1 year in… Change …as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns -- the ones we don't know we don't know… Donald Rumsfeld, US Secretary of Defence, 2002 The Rumsfeld Problem
- 5. BTFS – 1 year in… Trend TREND Management Operation Monitoring Optimisation Building impact Maintenance Deep •Deep training for Engineers carrying out PPM tasks and control of HVAC systems Medium •Medium level training for those interested in progressing, or who have some knowledge already Low •Low level training to cover all others who may have heard of Trend, but have no other knowledge
- 6. BTFS – 1 year in… Trend Structure of the BTFS Energy team Energy Managers split into the 3 regions (SE, SW and North) One Energy Manager (Projects) who will liaise with other LOBs to co-ordinate projects and savings, assist with Governance and policy setting etc Three BMS engineers to form a helpdesk function, expert analysis, maintenance routines and optimisation
- 7. BTFS – 1 year in… Targets • BTFS Energy saving target of £1.79m for 2015-16 • Key delivery areas are: • Energy Manager work • Trend utilisation • BTFS Operations
- 8. BTFS – 1 year in… Profit & Loss Profit - Energy savings Loss - Energy wastage • Profit – energy savings instigated within the cluster. Lighting changes BMS set point changes Motor swap outs… • Loss – excess energy used from fault reporting or late closure of jobs Ventilation plant being on out of hours Boilers being left ‘In Hand’ Lighting left on out of hours….Improved energy reporting Reduce late closure of faults/jobs
- 9. Questions
Editor's Notes
- In 2014-2015 the total energy cost for BT in Great Britain was £306m, up from £296m in 2014 due to increases in energy prices, with energy and property responsible for 8% of our Operating costs Global energy use has been decreasing year on year BT has reduced energy consumption for the 6th consecutive year with estimated savings of £168m over this period Total savings across BT in UK were 3.2% in 2014-15 with the Office Estate responsible for £2.9m, and BTFS responsible for £908k. BTFS has a current energy savings target of £1.79m for 2015-16
- There are over 7,500 buildings in the BT estate ranging from large premium offices to small un-manned exchanges in rural locations. Many of the buildings are old, dating from the 70s, 60s, 50s and before, but they contain the telephone network equipment, which is fixed. BTFS has a regular presence in about 4,100 of these buildings, either through cleaning routines, maintenance visits or continuous presence. Most of the energy use comes from the network equipment and associated cooling in the Network buildings. However, there are many buildings that have mixed use and will house large network areas as well as office space. The Estate buildings are those with purely non-network related activity – offices, stores, motor workshops etc.. Most buildings will have some form of electric heating, as these will be un-manned network buildings that have local heaters in the welfare and toilet areas, with just under 2000 buildings have gas or oil heating of some form. BT also has a number of Sublet buildings to tenants. Some of these are wholly sublet and others are mixed with BT people. BTFS maintain all of these and has a role to play in reducing energy consumption in all of these.
- Change taking place in BTFS which is now 3 years old and is growing out of its predecessor – Monterey. As BTFS matures and develops within the BT Group it is being seen as the business that can take on new work flows, develop and improve efficiency. With the Monterey FM contract having been in place for 15 years or so it is taking time for both BTFS colleagues and wider BT people to understand the changes made and continuing to be made. As I have come in as an outsider to the business I can see the areas of the business and wider BT Group where some heads and practices are stuck in the old ways. It is a bit like looking back at fashions through the years, when you are in that time it all seems normal and acceptable. It is only once you look back that you can see how strange some of it was. It also shows that change does happen, even if we don’t notice it when we are going through it. One of the first areas I explored was trying to gather in information regarding energy saving actions that were taking place. In BTFS we have almost 500 engineers and technicians around the estate and I wanted to gather the actions they undertake on a daily basis that could have an effect on energy. I related the problem to an infamous statement by Donald Rumsfeld – which I think makes perfect sense about where we were and where we need to get to. As Rumsfeld said there are things that we know we know – these being either that things are not right, or things that are working well. there are also the areas that we know we don’t have the information to be certain on action and process development, but at least we can work on these and develop insight and improve data. It is the Unknown Unknowns that I am interested in – what we don’t know we don’t know. This is getting to the heart of the problem on an estate this size and with this many assets and other lines of business working in the same spaces. Many of these will come out of the woodwork through due process but others we need to actively seek out.
- One of the Known Unknowns was the Trend BMS that is installed in almost 1000 buildings in the estate. This has traditionally been operated, managed and overseen by the Energy and Environment Unit in BT TSO, who had a large team dedicated to it. This network is made up of a range of device types and ranges, from the odd IQ1 up to modern IQ4 controllers and everything in between. BTFS (or Monterey) was never really involved in the operation or management of the network and as such when changes were made our engineers and FMs were not aware – causing confusion and action being taken that was counter-productive. In the last year the control of the Trend has been moved over to BTFS allowing for the operation and management to be kept under one roof and completing the operation, optimisation and maintenance Circle. Now that we have better control of the Trend system I am looking to make sure our engineers are competent and qualified to operate the system or navigate the 963. I am planning levels of training to be provided to our colleagues based on their interaction with the Trend system. A deep level of training for those carrying out PPM routines and regularly interacting with the network and our 963. A medium level of training around navigation through the 963 and how the system operates for colleagues with limited interaction, but who either want to progress or need to check set points and timezones. A low level of training for people who are non-technical, but who are interested about what Trend or a BMS is and how it works. This all sets a foundation for progression to deliver savings through the estate.
- Along with the adoption of the Trend system BTFS have also has 4 energy managers transferred to us from TSO to carry out on site audits and analysis across the estate. The energy managers are critical in working closely with the local engineers and Facilities teams to pick up any issues and identify opportunities. The Trend work and the Energy Managers make up over half of the planned energy saving work this year and so they are critical to get right and build on for the future. I am pursuing the potential to set up Trend BMS engineers to work alongside the energy managers to provide dedicated and expert support to our colleagues on the ground and the energy managers. These BMS engineers will provide a helpdesk function that will enable them to triage a lot of the calls our helpdesk receives relating to ‘hot/colds’ and other related issues. This will prevent our engineers automatically going to our maintenance provider, which is additional cost. The BMS engineers will also be able to be proactive in monitoring alarms and strategies to help in making improvements and efficiencies. All this activity will help to lay the foundation for more structured energy saving work next year.
- All of this work is aiming to reach our savings target of £1.79m in this year, with some areas being key to the success of this – Trend utilisation, optimisation, the energy manger work and day to day operations. The size of the energy saving challenge for this year is a testament to the good work BTFS have been doing in this area for BT. Over the last 3 years BTFS have been increasing their portion of the savings pie, with BTFS now responsible for over half of the savings in the Office Estate. Some of the key projects we have been working on this year are around optimising the Trend system, utilising Trend more in our business, savings from the Energy Managers and energy savings coming from BTFS Operations
- The work being done in the Operations part of BTFS is key to our savings program and forms a part of the Known Unknowns and indeed the Unknown Unknowns talked about earlier. I am trying to develop a method to tackle the flow through of information from the ground up so that we can report more of the day to day work carried out all of the time. I am going to be trialling an energy profit and loss scheme that will sit on the FSM cost books, as another delivery line. Essentially any energy savings generated from actions instigated in their clusters will count as ‘Profit’. Any energy wastage from faults not being fixed in time will count as a ‘Loss’. These ledgers will form a part of the FSM objectives and will be monitored and reported on. This concept will encourage two things – firstly the reporting of energy saving actions and secondly the speedy fixing of faults that have an energy impact. – both of these will stimulate wider benefits and savings to the business.