1. THE EMA
www.theema.org.uk | Issue SEPTEMBER–OCTOBER 2016
Sustainability and Energy ManagementFOCUS
WATER MARKETPLACE
DEREGULATION
Will it live up to its potential?
BUYER’S GUIDE
Energy efficient glazing
TECHNOLOGY
Metering
INDUSTRY
An interview with the
University of Essex
MAGAZINE
2.
3. 3
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
4 EMA VICE CHAIR LETTER
By Wendi Wheeler
FEATURES
6 Water Marketplace
Deregulation
By Lord Rupert Redesdale
8 2016 and Beyond: Future
Sustainability Trends
By Nicola Stopps
12 Domino effect: oil prices and
the capacity market
ByAishaDhaliwal
14 ESOS Phase 1: Motivation or
Burden?
ByKitOung
TECHNOLOGY
16 A Meter of Life and Death
By Roger Low
18 How will the P272 regulation
affect my business?
By Gabriel Hurtado González
20 Don’t fall into the data trap
By Richard Felgate
INDUSTRY
FOCUS
22 EDUCATION
AninterviewwiththeUniversityofEssex
BUYER’S GUIDE
26 Energy efficient glazing
All your practical questions answered
CAREER &
TRAINING
30 IN THE SPOTLIGHT
By RachelToresen-Owuor
28
16
contents
EMAMAGAZINE
26
32 CAREER PATH IN
ENERGY MANAGEMENT
With Graham Beresford
34 NEW TALENTS SHAPING ENERGY
MANAGEMENT
ANNOUNCE-
MENTS
37 EMA AWARDS
Entriesarenowopen
38 EMEX, THE ENERGY
MANAGEMENT EXHIBITION
2016seminarprogrammepreview
30
6. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
6
The 2014 Water Act had a
section dedicated to introducing
competition into the water sector.
Water retailing will be introduced
in April 2017. This radical move
means that customers in the
non-domestic marketplace
(the domestic market may
open in 2020) will only be
able to buy their water from a
licenced retailer, rather than the
monopolistic water company in
their area.
At this point it is important to note
that the water retailer will have no
link to the supply of water - that
service will still be provided by the
water company. This
means the retailer will
be responsible for the
billing service and will
be permitted to charge
a fee up to a maximum
percentage of the water
bill. The retailer, like third
party intermediaries in
the power market, can
choose the amount they
wish to charge, as long as the
customer is happy to pay, and the
retailer’s price does not exceed
the maximum profit set out by
Ofwat. The complication is that
there are a number of different
tariffs in different areas due to
the very different costs the water
companies have to meet to
supply water.
Another interesting point is
that there are no clear figures
on how many water meters in
the commercial sector are AMR,
but it could be as little as 20%. This
means that water usage is difficult
to manage because of a lack of data
from meters. Ofwat has ruled that
meters will still be the property
of the water companies not the
retailers, especially their own retailers
who have to have no preferential
connection to the wholesalers.
However, with more and more
customers needing the data on a real
time basis for the prevention of leaks
this position could well change.
So who will the new retail companies
be? At present the majority of players
in the marketplace will be the retail
arms of the present water companies.
Most water companies have set up
retail arms and in April next year
all customers will be transferred to
these companies. A number of the
companies, such as Business Stream,
have already been active in the
Scottish retail marketplace.
From April 2017 you will get a bill
from a new entity that will manage
your water bill. If you are not happy
with the service you will be able to
switch to any other retailer, however
you will not be able to move back to
the original water company in your
area as they can only sell to water
retailers, not directly to customers.
Most customers will transfer and
carry on as if nothing has happened
which is probably going to be the
way most customers act in the first
instance. For some customers, for
example Thames and Southern
customers, the water companies
have decided to exit the retail
marketplace. This simply means
they have decided not to set up a
retail arm and have transferred their
book of customers to another water
retailer, in these cases Castle Water, a
Scottish based company.
A significant proportion of the EMA
membership is responsible for water
and could just change the details
for their water retailers
but if this was simply a
procurement matter then
there will be little point
in even undertaking this.
The EMA believes there
is a potential for major
savings that could be
driven through the retail
market, however this
would require enough
competition in the market.
Indeed unless there is quite a lot
of competition there will be little
downward pressure on prices.
The most successful of the water
retailers should hopefully not
just offer a reduction in cost but
also look at ways to reduce the
amount used. Climate change
is already having a negative
effect on water supply through
droughts and floods. These events
will increase the amount of the
country suffering water stress and
the cost of water provision. Whilst
water is currently one of the lowest
utilities costs the future cost will
be far from irrelevant - water retail
based on reducing use will not
only save money but may well be
environmentally vital.
by
LORD RUPERT REDESDALE
Chief Executive at The Energy Managers Association
FEATURES
Water Marketplace
Deregulation – Will it
live up to its potential?
“
The EMA believes there is a potential
for major savings that could be
driven through the retail market,
however this would require enough
competition in the market.
”
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8. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
8
2016 and Beyond:
Future Sustainability
Trends
The sustainability agenda has moved
apace since the post Enron era that
thrust sustainability into the forefront
of business leaders’ agendas. After
the Al Gore ‘inconvenient truth’
period (focusing on the pressing
issue of Climate Change and the
serious impact it would have on
businesses) the recession hit and
companies became more inward
facing, focusing on staying in
business rather than setting the
agenda for global sustainability.
Fortunately, we are back on
track and this year promises to
be equally rich and meaningful
for corporate sustainability,
with a more focused approach
by companies to debate and
address issues such as the SDG,
corporate diversity, greater
corporate transparency and
innovation of sustainable
business models. As a
consultant that works across
multiple sectors and countries, I have
seen how the global sustainability
paradigm continues to shift. Listed
below are the future trends I think
will dominate the sustainability
agenda in 2017 and the subsequent
years.
Sustainable Development Goals
Perhaps one of the most important
sustainability movements. Ever.
Sustainable Development Goals
(SDGs) define global sustainable
development priorities and
aspirations for 2030 and seek to
mobilise global efforts around
a common set of goals and
targets. They allow companies to
demonstrate how their business
helps to advance sustainable
development, both by minimising
negative impacts and maximising
positive benefits on people and the
planet. By developing and delivering
solutions for the achievement of the
SDGs, companies will discover new
growth opportunities and lower
their risk profiles but the immediate
impact for sustainability and Energy
professionals will be on how to
meaningfully embed them into
their programmes and report their
progress. Integrating the SDGs into
the core business and governance,
and embedding sustainable
development targets across all
functions within the company, is key
to achieving set goals. In addition, to
pursue shared objectives or address
systemic challenges, companies will
increasingly be looking to engage
in partnerships across the value
chain, within their sector or with
governments, charities and NGOs.
Reporting and Impact Measurement
Historically, reporting your
sustainability progress and measuring
a set of ‘strategic’ indicators via an
annual report has been considered
a helpful tool in embedding your
CSR and sustainability programme.
This will no longer be enough as
stakeholders will be asking for more
holistic information about the ‘overall
impact’ a company has. “Is your
company having an overall positive
or negative impact on people and
planet?” Stakeholders will be looking
to put a true value or true price on
the impacts of business activity such
as economic, environmental, social
and tax. This is just as important
as calculating potential revenues
streams or profit. Altogether, they
provide insight into the total impact
of a business activity, operation
or strategy and will lead the
development of more ‘profits
with purpose’ business models.
Companies will also be held
accountable, more than ever
before. Societies problems
are far from being solved and
organisations are seen as
powerful institutions that have
a decisive role to play in finding
solutions. GRI have recently
published their ‘preparing for
the future’ report which states: If
sustainability data and reporting are
to be effective tools for companies
and stakeholders over the next
decade, they must be shaped
to best inform decision makers
tackling major sustainable economy
challenges such as:
• Shortage of raw materials.
• Climate change.
• Waste and eco-system
contamination.
• Wealth inequality.
• Social conflict and migration.
• Re-education of workers for new
sectors.
• Growth of ethical and
reputational crisis.
Change in how sustainability is
viewed by C-suite Executives
After an unsuccessful Climate
FEATURES
by
NICOLA STOPPS
CEO of Simply Sustainable
“
companies will increasingly
be looking to engage in
partnerships across the
value chain, within their
sector or with governments,
charities and NGOs.
”
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10. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
10
Change Convention in Copenhagen
(2009) the Intergovernmental Panel
on Climate Change made material
progress post 2014 after the release
of Fifth Assessment Report (AR5), the
most sobering report to date. Expect
that global pressure placed on big
business in 2017 will result in a
booming job market for Sustainability
Managers as C – Level executives
look to offload the burden.
In a recent study on Global
Organizations, Grant
Thornton found that
67% of executives
stated that the
number one reason
they are socially and
environmentally
conscious is for
‘cost management’
reasons. Over the
next few years,
executives will begin
to use corporate
social responsibility
programs more
effectively as a new
route to market with
the goal of revenue
generation. Amazon
Smile has already
made an impact with
this strategy.
C level executives
are also beginning to realize there
is a real return on investment from
employee driven sustainability
causes; from increased retention
rates to bottom line growth, top
companies will rely on employees to
drive the innovation strategy around
sustainability in 2017 and beyond.
Equality for all
Although gender continues to lead
the workforce diversity conversation,
stakeholders and companies are
turning their focus to additional
dimensions of inclusion such as race,
ethnicity and sexual orientation.
Some professional services firms
are going so far as to add specific
questions to their application
forms to encourage applicants and
recruitment from non-traditional
backgrounds. In addition, UK
Companies will be challenged in
2017 when they will be required by
law to disclose the gender pay-gap
for all their employees (currently only
three companies do this). I believe
this will be the beginning of a’ race to
the top’ to be the first gender equal
payer and benchmarks will ensue –
watch this space! Think about what
you can do to support equality for all
within the Energy Sector.
Nicola’s Watch-list – Emerging trend
that will gain momentum over the
coming years:
• Future fit
Workplaces that are fit for the
future will implement the broader
drivers of well-being such as flexible
working hours and schedules, terms
of contracts that are beneficial for
both employers and employees,
larger investments in training and
education and adaptability to
employees working until a later age.
• Net-Positive Companies
If we want to survive and thrive into
the future, we must replenish the fast
depleting environmental resources,
and enhance the social foundations,
that we rely on. The world’s most
innovative organisations recognise
this, and are acting on it. Companies
have an important role to play in
creating an abundant environment
and a better society. They must go
beyond committing to “doing no
harm”. Instead they must actively
commit to doing more good. This
unprecedented transition will change
the role of business in sustainability
and wider society. In the future,
the success of an organisation will
be measured by what they have
delivered to citizens,
wider society and the
environment.
• Role of CFO
As shareholders
begin to connect a
company’s financial
performance
to its social and
environmental
impact the Chief
Financial Officer
(CFO) will growingly
become involved in
the measurement
and management
of sustainability
programs.
Author’s profile
Nicola has 20 years’
experience in sustainability and
CSR having worked for some of the
largest companies in the world.
Since founding Simply Sustainable
in 2010, Nicola has worked with a
number of international and national
organisations on developing their
CSR and sustainability programmes.
Applying her experience and expert
knowledge, she has worked closely
with in-house teams and with Board
members to develop strategies,
embed governance structures as
well as producing CSR reports and
providing materiality assessments.
www.simply-sustainable.co.uk/
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12. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
12
The capacity market is coming
into effect in the UK a year earlier
than planned – and looking like
it’ll add an estimated 4% to your
total electricity bill at a stroke.
Here’s how you explain to your FD
why your energy budget needs to
increase at short notice.
The capacity market is designed to
make sure the lights stay on
The UK is heading toward a capacity
crunch, as power stations close faster
than new plants come online. So
the system could struggle to meet
electricity demand at its highest –
such as in winter evenings. Capacity
market is a way of pre-paying
electricity generators to keep their
equipment available to cover peak
demand periods. It helps to keep
the lights on through the capacity
crunch without National Grid having
to buy electricity at short notice.
Lower oil prices mean we need it
quicker
The government and energy industry
anticipated a crunch; that’s why the
capacity market was developed. But
circumstances conspired to bring the
crunch earlier than expected.
As the USA and Canada began
exploiting unconventional sources
of oil, the oil price began falling.
Historically, the Organization of
the Petroleum Exporting Countries
(OPEC) has striven to keep oil prices
stable by controlling how much
is produced and sold. But North
America flooding the market is likely
to affect OPEC’s control and oil prices
have fallen.
The oil price affects the price of both
coal and natural gas that ends up
in the UK. Much of our gas imports
come from Europe with the bulk of
that gas coming from Norway and
Russia, with Russia indexing its gas
export prices to the oil price.
As the oil price fell, so did the price
of coal and gas ending up in the UK.
Accounting for 60% 1 of UK electricity
production, coal and gas generators
wield huge influence over the market
price of power.
Dog-eat-dog power station
economics is killing coal…
Coal and gas power stations can
ramp their output up or down in
response to the market. By contrast,
nuclear power stations are designed
to provide steady baseload, and
renewables like wind and solar
respond to the whims of the weather,
not the market. So competition
between coal and gas generators is
a key factor in determining the price
of power. And with the decline in oil
prices bringing these generators’ fuel
costs down, many can afford to sell
power for less.
But here’s the main difference
between coal and gas generators:
burning coal incurs more carbon
cost than burning gas. The average
coal power station’s overheads are
split almost evenly between buying
fuel and paying for its emissions.
Gas generators pay more for fuel
but significantly less for carbon – so
much less, the combined cost is still
less than for coal.
In these circumstances, the dual
influence of gas and coal on the
power price works against coal.
The absolute lowest price a coal
generator can accept while still
covering its costs leaves gas
generators with a comfortable
margin.
…far quicker than we thought
possible
This is what carbon taxes were
designed to do: encourage the
market to phase out high-emission
power sources like coal. But
thanks to the knock-on effects
of circumstances such as the US
unconventional oil boom, it’s
happening faster in the UK than
anyone planned. Coal power station
closures cut the country’s capacity by
over 5 gigawatts in 2015/16 2 alone,
and only 1.1 gigawatts of new large
gas and wind power are due to come
online for the following winter 3 (on
a de-rated basis). Projections suggest
that in Winter 2017/18, we may have
only just enough capacity to meet
National Grid’s average cold spell
demand
3
.
Enter the early capacity market…
The capacity market’s mechanism
for securing available capacity in
advance is through capacity auctions.
Two auctions have happened
already, covering Winter 2018/19
and 2019/20. The auction for Winter
2020/21 is scheduled for this
December. Now the government has
announced an auction for Winter
2017/18 soon afterward, in January
2017.
Capacity auctions take place both
four years and one year before the
period where the capacity is needed.
The January 2017 auction is buying
capacity less than a year ahead;
plus, generators participating in this
auction will be the first to deliver the
capacity market mechanism itself.
by
AISHA DHALIWAL
Senior Fundamental Analyst at EDF Energy
FEATURES
Domino effect:
oil prices and
the capacity market
13. 13
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
…which could add about 4% to bills
All this uncertainty looks likely to
affect bills. Energy suppliers fund the
capacity market through a Capacity
Market Supplier Charge (CMSC),
which is passed on to customers.
In its first year, while things are still
unpredictable, the CMSC could fall
anywhere between £97 and £250
per megawatt-hour (MWh), before
stabilising in subsequent years to
between £99 and £140/MWh 4.
That sounds huge compared to the
current price of power (around £43/
MWh), but this cost is only applied
to electricity used during winter
weekdays from 4 to 7 pm. We predict
it will make up about 4% of an
average* large business customer’s
total bill from 2017/18.
Author’s profile:
Aisha Dhaliwal is a Senior
Fundamental Analyst at EDF Energy.
A regular speaker at industry events
- covering changing government
policies and a range of energy
commodities and analysing their
impact on power assets, wholesale
and end user prices. Has a master’s
degree in Chemical Engineering from
University College London. To keep
up to date with forecast for the CMSC
– edfenergy.com/marketinsight or at
Talk Power events: edfenergy.com/
References
1 DECC DUKES data for 2015
https://www.gov.uk/government/statistics/
electricity-chapter-5-digest-of-united-
kingdom-energy-statistics-dukes
2 https://www.carbonbrief.org/countdown-
to-2025-tracking-the-uk-coal-phase-out
Carrington CCGT and Future Energy scenarios
by National Grid all de-rated using National
Grid’s de-rating factors
3 http://fes.nationalgrid.com/fes-document/
4 https://www.emrdeliverybody.com/
Lists/Latest%20News/Attachments/48/
CM%20Auction%20Guidelines%20July%20
2016%20Final.pdf Net Cone
CM Supplier Charge
2016/2017
£/MWh
0
20
60
40
80
100
120
2017/2018 2018/2019 2019/2020
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14. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
14
by
KIT OUNG
Energy Savings Director at Energy Efficien:ology
Looking back at the EMA Lead ESOS
Assessor register, we trained nearly
100 Lead Assessors, who signed
off approximately 7% of the UK’s
large undertakings. Many of these
are currently supporting large
undertakings in implementing the
identified projects and preparing
their company or client for ESOS
second phase compliance in 2019.
Kit Oung, EMA Vice Chair and Director
of Energy Efficien:ology, has been
pivotal in training and approving our
ESOS Assessors and reflects on ESOS
Phase 1, what is in store for Phase 2
and how Lead Assessors could be
better prepared.
Was ESOS and PAS 51215
implemented as it was designed?
There are training courses that teach
participants on how to do an energy
assessment. Many professional
bodies are also licensed to register
Lead ESOS Assessors – each with
differing entry requirements,
structure, and qualification. The
primary role of a Lead Assessor is
to plan, review and approve energy
saving recommendations and
findings.
In approval of candidates for the EMA
Lead Assessor Register, the minimum
entry requirements specified by
ESOS have been upheld – two years
equivalent in energy management
or energy audit. This has allowed all
people with appropriate and relevant
knowledge, skills and experience to
be considered. The training course
has introduced the key roles and
responsibilities of a lead assessor:
the planning, leading, reviewing, and
communicating energy savings in an
effective manner.
ESOS utilises two different concepts:
energy assessment and energy
audit. The guidance documents
issued by DECC, and later by the
Environment Agency, use the terms
in a consistent manner. One of the
key aspects of EMA Lead Assessor
training is to understand and
critically differentiate an “energy
assessment” and an “energy audit”.
This is of paramount importance as
mistaking the requirements of an
energy assessment with that of an
energy audit could result in a great
piece of work that does not comply
with ESOS.
So, from the EMA’s perspective,
the selection, design, delivery, and
registration of lead assessors follows
the spirit and requirements of ESOS.
75% of large undertakings have
complied with ESOS. Is this a success
for UK?
In January 2016, Environment
Agency figures showed that 75%
of large undertakings have or will
comply with ESOS regulation.
Since then approximately 1,500
compliance notices were issued
to large undertakings who have
ignored the numerous notifications
from the Environment Agency and
Department of Energy and Climate
Change (DECC), now the Department
for Business, Energy, and Industrial
Strategy (BEIS).
The Agency also carried out
spot checks on a sample of ESOS
notifications. A significant majority of
notifications were compliant or have
minor issues that are correctable
relatively quickly. Only a handful was
found to be deficient.
When I co-wrote the energy
efficiency best practice guide for
policy makers, Steven Fawkes, David
Thorpe and I searched the world
for best practices, including energy
management and energy audit best
practices. Only Australia’s former
Energy Efficiency Obligation (EEO)
scheme has a higher compliance rate
(98%). Australia’s EEO scheme also
has a higher administrative burden
through their use of staged reporting
and customised reporting templates.
UK’s ESOS is very similar to EEO but
uses internationally recognised
standards instead of reinventing
the wheel. ESOS also has a simpler
reporting mechanism, this keeping
administrative burden for large
undertakings and government down.
All in all, this is a great result.
What are the key learnings from
ESOS?
Those familiar with my work would
know the three figures I quote from
academia, industry and NGOs:
1. There is an ultimate potential to
save 73% of energy consumption
by applying currently available
technologies and techniques
effectively;
2. 25% of energy savings can be
achieved with relatively little cost
or operational changes;
3. Yet the actual energy savings
achieved (approximately 1%) is and
continue to be significantly short
from the potential.
When ESOS was put together, DECC’s
impact assessment predicted that
large undertakings can collectively
save £250 million by implementing
5% energy reduction. If all large
undertakings were to maximise its
low-cost, no-cost opportunities
and saved 25% of its energy
consumption, its economic value
would be worth £1,250 million.
This saving would also free up
energy supply capacity, delay the
need for new capacity and reduce
capital expenditure in decarbonising
the energy consumption. Now,
the question becomes, “can large
undertakings identify 25% energy
savings?”
The answer is resoundingly, “Yes.”
Carbon Trust reports, and client
presentations show that on average,
large undertakings can identify
energy savings in excess of 20% with
FEATURES
ESOS Phase 1:
Motivation or Burden?
15. 15
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
a financial value of over £360,000
per annum. Conversations with
EMA lead assessors indicate that
those who utilise internal assessors
are identifying a higher number of
low-cost and no-cost opportunities
compared to those using external
assessors.
What are companies doing with the
ESOS findings?
Identification of opportunities
was the easy part; getting senior
executives’ attention is difficult. This
may arise from a combination of
reasons, from comfort in presenting
technical information using
non-technical terminologies to
organisation culture, and the ability
to grasp and influence other pressing
business needs.
As part of complying with ESOS,
at least one boardroom director
is required to review the findings
and sign off the ESOS notification.
Critics of ESOS, especially product
and equipment suppliers and energy
service providers, say ESOS falls short.
They would like to see it mandating
the implementation of energy
savings opportunities.
However, undertakings need to
implement the opportunities in
order to realise energy cost savings
as those who continue to do nothing
will be forced to take action or
face being squeezed out of the
marketplace due to:
1. Profit margin pressures as their
competitors optimise pricing
structures and command bigger
market shares by using less energy;
2. Boards’ and shareholders’ revolt
in poorly performing large
undertakings;
3. Mandatory greenhouse gas
reporting and subsequent
poor energy, environment, and
sustainability rating by rating
companies;
4. Energy savings being made into a
condition of obtaining finance or
insurance;
5. Energy savings being made into a
condition of supply by its supply
chain; and
6. Demonstrating continual energy
reduction as part of maintaining
ISO 50001 certification.
From my personal experience, senior
executives who have reviewed
their ESOS recommendations are
interested in saving energy and
many have formally committed to
ESOS recommendations. Many EMA
lead assessors also confirm that their
senior executives are committing to
further investments to realise energy
savings’ recommendations.
What can an ESOS Lead Assessor do
differently or do better to accelerate
energy savings?
The hallmark of a good lead assessor
is one who complies with ESOS,
puts together a compelling vision
for action, and successfully enrols
the whole undertaking to use less
energy. In my experience, seven
things make a lead assessor stand out
from the crowd:
1. Craft a good plan for the energy
assessment and swiftly changing
programme to suit circumstances;
2. Manage a group or team of highly
performing and dynamic energy
assessors;
3. Create, manage and maintain a
working and professional link with
the client;
4. Conceptually develop an
end-to-end implementation plan
and cost estimates;
5. Create a portfolio of prioritised
opportunities that maximises
energy savings and minimises
costs;
6. Advise on how the effectiveness
of individual recommendations for
portfolio can be verified;
7. Communicate with the senior
executives in a manner that leads
them to take effective action.
In effect, these are learned skills
and even those that already possess
them should continually review and
improve. And the reason? This list of
skills is not a template but a dynamic
and ever changing process. Good
lead assessors constantly tweak their
skills to suit the large undertakings
and clients.
As it is just a matter of time before
the UK triggers Article 50 and
begins the Brexit negotiations, what
is in store for ESOS Phase 2?
I am asked this question frequently.
In short, I recommend undertakings
to continue their energy reduction
journey and work towards the next
ESOS compliance phase. The reason
behind my recommendation is
two-fold.
Firstly, many good directives and
standards originate from the
UK. Standard such as ISO 9001
and ISO 14001 were originally
British Standards before they
became International Standards.
Directives such as Integrated
Pollution Prevention and Control
and Non-Financial Reporting were
originally UK regulations that became
European Directives. As such, the
UK is very good and innovative in
developing standards and regulations
to address real business problems
and issues. By extension, the UK is
apt at identifying good regulations to
keep and improve.
Secondly, ESOS have identified a
range of energy saving opportunities.
Any good senior executives can see
the benefits of decreased energy
cost, social and demographic trends
wanting “greener” companies,
and business competition. When
energy saving opportunities are well
constructed and fully engaged with
senior executives, the right decisions
will be made.
Author’s profile
Kit Oung is the Energy Savings
Director at Energy Efficien:ology.
He is globally recognised and
sought after UK expert on energy
management and energy audits. He
was instrumental in developing (and
chaired some) the many standards
specified in ESOS, e.g. ISO 50001, ISO
50002, EN 16247-1, EN 16247-3, EN
16247-5, and the technical author
of UK’s PAS 51215. He authored and
co-authored six books on energy
management and energy auditing.
Kit writes and speaks frequently
on energy, environment, and
sustainability. Contact Kit at http://
uk.linkedin/com/in/kitoung
To become an ESOS Lead Assessor
or up-skill as already Registered
ESOS Lead Assessor in between the
phases see http://www.theema.org.
uk/becoming-an-ema-esos-lead-
assessor/ and http://www.theema.
org.uk/cpd-for-esos-lead-assessors/
or contact jana.skodlova@theema.
org.uk.
16. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
16
TECHNOLOGY
by
ROGER M LOW
Chartered Energy Manager, Defence Infrastructure Organisation (Ministry of Defence)
A Meter of Life and Death
Metering is the bread and butter
of energy management, without
it, we cannot even begin to
understand what, when and how
much we use; to manage energy,
you need to understand your
usage, and to do this, you must
have sight of consumption. But
where do you start?
Meter operations in the Ministry of
Defence have always been problem-
atic, with the sheer scale of the task
(11,800+ at the last count, including
electricity, mains gas, LPG and oil),
and the age and condition of most of
the assets.
Our priority sites have always been
the largest energy users, graduat-
ing down to our smallest or most
geographically isolated, and when
I say isolated, I mean isolated. From
RAF Benbecula in the Western
Isles, to Saxa Vord in the Shetlands;
from Ynas Gaint in Snowdonia, to
Okehampton on the Devon Moors.
Then there is the sheer diversity of
meters we possess, from old turbine
and bellows type gas meters, to the
latest digital Smart ones; located in
everything from a purpose built plant
room, to a box in a corner of a field,
and measuring in everything from
Btu to cubic metres.
The Day Job
Historically, the MOD has dealt with
metering in a very fragmented way,
pretty much leaving it down to the
local staff to organise; however, this
has changed with the centralisation
of all energy management within
the MOD, and the use of professional
energy managers, such as me.
Progress is being made, from our
starting point. We have already
modernised almost 40% of our
metering, located ‘lost’ or ‘ghost’
meters, and tracked down several
people using our supplies without
paying. This was down to old
fashioned feet on the ground, line
tracing and surveying sites.
The project has been long and
difficult, especially when your estates
staff tells you on your mobile phone
that a meter does not exist, even
though you are standing looking at
it!
Identifying which building asset is
supplied by which meter is also deep
joy, but once done, makes it possible
to get a complete picture of your
estate infrastructure, and can give
you useful clues as to possible issues.
It is surprising how many energy
users don’t actually know where
the lines/pipe work go, usually only
discovered by the ancient technique
of putting the blade of a JCB through
it.
And if these factors were not enough,
along comes P272, which will require
all categories of meters to be Half
Hour settled.
P272 . . . The Horror!
When P272 was announced, initially
our thoughts were ‘Oh, thank you
so very much, our job was getting
too easy and we could do with a
challenge!’
Over 4,800 of our meters are
half-hour settled, and with P272 this
will raise to over 10,000.
So we have decided, as pretty
much all of our primary meters
will come under P272, to bite the
bullet, and bring our metering
into the 21st century. We are in
the middle of a full meter survey,
locating and geo-tagging all of
our meters, including sub-meters,
with a concurrent replacement
programme to modernise, replace
or upgrade all of them to aM&R; and
to link them remotely to an energy
bureau supplied by our Facilities
Management contractor.
With the number of sites (1,400+)
and assets (30,000+), the scope of
this project is massive, so large in fact
that no one meter agency can cope
with it in the time scale needed, so
we are working with three; one each
for Electricity and Gas, and a third for
LPG and Oil, the latter also requiring
remote telemetry and stock ordering.
We have the added issue that some
of our sites have sensitive radar and
communications systems, so using
mobile phone and Wi-Fi is not an
option for these; and the fun of
persuading the Security Staff that it is
acceptable to have an un-encrypted
phone line on the site is always good
for a laugh.
Added Value
As our brethren in the MBA world
like to use these buzz words, we
have also taken advantage of the
survey to review our capacity levels
and agreements, to identify actual
capacity needs, rather than the
inherited ones from site construction,
as engineers have a habit of allowing
for extra ‘just in case!’ At this time, we
are working on our present pre-P272
17. 17
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
HH settled sites, with the first six
sites providing an annual saving of
£68,000 between them, reducing our
capacity by 2,330 KVa.
We have also identified redundant
transformers and switchgear on our
ring mains that we are in the process
of either removing or abandoning in
place, and bypassing their cabling.
This reduces system losses on the
circuit, and this backs up the line
to your intake, reducing purchased
capacity and saving money; with the
added bonus of helping in demand
side reduction locally.
With aM&R and Building Energy
Management Systems (BEMS), we
are now able to monitor and more
importantly control our energy
usage. Case in point, last year we
noticed on our energy bureau system
that the back ground electricity
usage had fallen on one of our sites;
from the BEMS we tracked this down
to the walk-in fridges in the kitchen
having failed. We were able to have
the engineer on site and repairing
the fridges, before the kitchen staff
had even noticed anything amiss.
Good News
Metering has always been the poor
cousin of engineering, sitting in a
cupboard gathering dust, but with
energy prices increasing over the
next few years, and with tighter
supplies and potential brown and
black outs, they are coming out of
the closet and taking their rightful
place at the forefront of energy
management. Without consump-
tion data, we have no knowledge of
usage and any management work
will be guess work at best.
And as energy managers, we do not
deal with guess work – our mantra is
facts, not opinions.
Top Tips Summed Up:
1. Do I know where the meter is?
2. Does the meter work?
3. Can I get access easily and safely?
4. Do I have the right equipment to
do this task – torch, notepad, pen
etc?
5. Do I understand how to read it?
• Do I understand the type of
units recorded (i.e. kWh, M3 or
CuFt), and whether it is an x10
meter?
• Do I have a way of recording
and interpreting the data?
• Do I know what the data
means?
6. Do I know the MPAN (Electricity),
MPR (Gas) and meter serial number
(MSN)?
7. Do I have a photo of the meter,
showing the read screen and
registration plate?
8. Do I understand which assets the
meter feeds?
9. If aM&R (automated Monitoring &
Recording) is fitted, does it work,
and is it correctly calibrated?
10. And finally, as most meters tend
to be in dark, creepy cupboards are
you afraid of spiders?
Author’s profile
Roger trained originally as a maritime
engineer, but diverted into estates
management via vehicle fleet
management, working with the
Ministry of Defence from 1996.
Following promotion and retrain-
ing, Roger became one of the MoD’s
small number of directly employed
energy managers; eventually
transferred to DIO, whom he has
worked for since 2013.
Chauvin Arnoux
Tel: 01924 460 494
info@chauvin-arnoux.co.uk
www.chauvin-arnoux.com
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18. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
18
TECHNOLOGY
P272 has been widely considered
as one of the main challenges
in the electricity market since
the New Electricity Trading
Agreement (NETA) was launched
by Ofgem in 2001. It is most
commonly known as the first step
towards the deregulation of the
electricity sector and, thus, the
beginning of a new era in the
electricity market. However, the
big questions are: what is P272
and most importantly, what will it
mean to me?
What is P272?
Currently, Ofgem
regulates the way
customers with
Profile Classes of
05 to 08 meters
(i.e. Maximum
Demand meters
with a supply over
7 kVA) are billed
by the electricity
supply companies.
These supplies will
be converted to
HH meters with
a Profile Class
00, and hence
customers will be
billed on actual
HH consumption
rather than
pre-determined
industry profiles.
This modification is known as
the ‘Balancing and Settlement
Code Modification Proposal 272’,
also known as P272. Under an
amendment, also known as P322,
P272 will be gradually enforced until
a final implementation date of April
2017.
How do I know if my business is
affected by P272?
P272 is only relevant to supply
meters with Profile Classes 0f 05, 06,
07 and 08. Therefore, this piece of
legislation does not affect customers
with domestic Profile Classes, i.e.
01 and 02, or small businesses with
Profile Classes 03 and 04.
To find out if your supply meter is
included in the Profile Classes 05 to
08, you will need to find the MPAN
21-digit number starting with “S”.
This number will be included in your
electricity bills regardless of which
supplier you are with. It is estimated
that approximately 167,000 business
will be affected by P272.
Why is P272 being implemented?
One of the main drivers behind
the implementation of P272 is
that it enables suppliers to have
full awareness of the amount of
energy that is being both generated
and demanded. This will not only
contribute to balancing the energy
demand, but also it will ensure that
power distribution networks are well
maintained and developed.
How will my business benefit
from the implementation of
P272?
Direct and indirect benefits of P272
include the following:
• Load
Reduction: One of
the direct benefits
of having HH data
available is that
suppliers can offer
a wider range
of tariffs such as
load flattening
or demand side
reduction amongst
many others. These
new tariffs will
actively incentivise
customers to
reduce their energy
consumption,
especially during
peak times, and
therefore save
carbon costs.
Another benefit of
having HH data available, is that
customers will have full control
of their energy consumption
profile and hence they will be
encouraged to reduce their
energy consumption levels.
• Reduced Balancing Costs: By
How will the P272
regulation affect my
business?
by
GABRIEL HURTADO GONZÁLEZ MEng
Energy Manager at Vinci Facilities
19. 19
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
having HH data suppliers can
accurately estimate the demand
levels at any given time, hence
reducing the balancing volumes
required by the system. This
leads to two main benefits for
customers: minimized energy
balancing costs and reduced
market imbalance costs.
• Faster resolution of metering
disputes: If there is HH data
available then suppliers can deal
with metering issues on reduced
timescales whilst reducing costs
at the same time.
Will P272 affect my operating
costs?
Costs resulting from the
implementation of P272 will vary
from one supplier to another, since
P272 requires suppliers to settle
their customers as HH, but does not
regulate to bill their customers as
such. Also, not all the suppliers have
arranged how their billing structure is
going to change.
Although electricity
rates are lower on a
HH tariff than in an
NHH tariff, HH bills are
more complex and
there are associated
charges regarding
Data Aggregation,
Data Collection,
Transmission Use
of System (TUoS),
Distributed Use of
System (DUoS) and
Meter Operation
contract (MOP). The above
mentioned costs vary as a function
of the unit rates and hence could
significantly increase the overall cost
of maximum demand meters.
How could I minimize my opera-
tional costs?
The above mentioned Distributed
Use of System (DUoS) costs account
for approximately 15% of the energy
bills, whereas the Transmission Use
of System (TUoS) charges are in the
region of 3% of the energy costs.
Although it is possible to minimize
operational costs by installing energy
efficient technology, DUoS charges
represent an opportunity to make
the most immediate savings with the
minimum payback period and the
lowest possible capital expenditure
(Capex). DUoS costs are split into
green, amber and red time bands.
DUoS rates are lower in the green
band and notably higher in the red
band. The time bands vary slightly
with the location and electricity
provider, but overall they are split as
follows:
• Red: Monday to Friday from 16:00
to 19:00 hours.
• Amber: Monday to Friday from
07:30 to 16:00 and from 19:00 to
21:00 hours.
• Green: Monday to Friday and
weekends from 00:00 to 07:30
and from 21:00 to 24:00 hours.
Any changes that can be made to
shift the consumption patterns from
the red band into the green band
will potentially result in lower unit
charges. Consequently, negotiating
a procurement contract that is based
on when the energy is used and in
what amount, will open the door to
greater savings.
Will I need to fit new meters?
A great majority of the meters with
Profile Classes 05 to 08 are able to
take HH readings. Therefore most
meters, including the Automated
Meter Read type meters (AMR), can
be programmed remotely.
But what should I do next?
Businesses should be
in contact with their
suppliers and discuss
how they are going
to implement P272.
More specifically, it
must be understood
which supplies are in
contract, when the
contracts are due to
finish, and when and
how the supplier is
planning to implement
P272.
Author’s profile:
Originally from Spain, Gabriel studied
his MSc at Cranfield University &
Imperial College of London. Since
then, he has worked in several
projects for several FTSE companies
and public organisations. He is
a Member of the EMA, he has
experience in business development,
project management and energy
systems engineering. He seeks
to finely synchronise energy
consultancy with energy systems and
business development and be part
of businesses that use technology to
solve society’s problems.
“
One of the main drivers behind the implementation
of P272 is that it enables suppliers to have full
awareness of the amount of energy that is being
both generated and demanded. This will not only
contribute to balancing the energy demand,
but also it will ensure that power distribution
networks are well maintained and developed.
”
20. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
20
“What miles per gallon will it
do?”This is a question nearly
everyone will ask when buying a
new car, van or HGV. It’s also one
of the most popular measures
used to assess relative perfor-
mance, particularly amongst
large fleet operators. Why is this
so widely used? Well, the data is
easy to access and in a common
format, all we need is miles
travelled and gallons used
and we have the answer.
Most vehicles will now even
work it out for you and
give you that information
right in front of you on the
dashboard.
The main points here are – the
information is readily available,
it’s in a consistent format and it’s
easy to display so people get real
time feedback on how they’re
performing. It’s also simple!
Now buildings in reality are no
different; basic consumption data
is available in a consistent format
(kWh), there’s also usually a basic
metric such as floor area, sales or
units of production available, but
consumption performance is still
rarely measured, particularly in
SMEs and people still rarely ask
“what energy will it consume?”
How crazy is this when for most
businesses the energy consumed
by their building and processes
will be far greater than that of their
vehicles.
Why is this the case?
The answer lies in the data.
Most businesses have the data, in
many cases they probably have too
much, but in a lot of cases it’s not
used at all - why?
There are often several reasons:
• The data is not easily accessible.
• There is a delay in getting the
data.
• There is so much data, it is hard to
focus on what’s most useful.
• The analysis of the data isn’t
simple; there are too many
variables.
• The resources aren’t available to
carry out analysis and evaluation.
• There’s no mechanism for feeding
back performance to those
involved.
• We don’t have the means to
address the opportunities
highlighted.
So why do businesses so often end
up in this situation? What do they
need to do in order to make the data
work for them in delivering savings
in the same way as MPG does for
drivers?
In many cases there’s been no
forward planning, no assessing
the business needs and
capabilities when procuring
data and the result is that the
data available is not matched
to the business’s needs. The
data available is often that
“
To get the best from any data and
in order to deliver real, lasting
savings the most important advice
will be to establish what the end
goal is.
”
Don’t fall into the data trap
by
RICHARD FELGATE
Chairman of the EMA and owner of EnStrat (UK) Ltd
TECHNOLOGY
21. 21
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
provided by the utility supplier and
therefore to their specification, it might
be what was installed to comply with
Part L regulations and therefore to a
minimum specification required to
achieve compliance, or it might have
been procured after seeing visuals of
fancy dashboards and data displays.
Whatever the case is, it is unlikely that it
was specified with desired functionality
and outcomes in mind.
To get the best from any data and in
order to deliver real, lasting savings
the most important advice will be to
establish what the end goal is. Some
basic questions need to be asked and
these will include:
• What are we trying to achieve?
• What resources do we have to carry
out the analysis?
• How can we effectively present the
performance information?
• What ability do we have to make
changes to improve performance?
Only when a business has answered
these questions and committed the
required resource are they in a position
to specify their data, analysis and
reporting requirements and seek a
suitable provider.
In the same way as MPG, often the
simplest solution will be the most
effective, so don’t get carried away with
trying to cover every performance metric
or having a performance dashboard
that resembles a jumbo jet. Concentrate
on one or two measures, set realistic
targets and provide quick feedback on
performance. By doing that you’ll be
taking the first step of turning that data
into savings.
If you are keen to learn how to maximise
the savings that can be achieved from
the effective use of energy data, then
look out for the forthcoming EMA course
on Using DATA to maximise your savings.
Using real examples this course will help
you establish your data requirements
and the different ways to deliver real
measurable savings.
agreement.
Author’s profile
Richard is the Chairman of the EMA and
owner of EnStrat (UK) Ltd; he works
with businesses to help them increase
profitability through the implementa-
tion of energy reduction strategies and
solutions.
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22. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
22
INDUSTRY FOCUS
I
n this regular feature, we focus
on how organisations across
different industries approach
energy management. In this issue, we
are exploring the world of education
with Richard Frost, written when he
was Energy Engineer at University
of Essex. He is currently Energy and
Carbon Manager at Queen Mary
University of London.
The University of Essex opened
its doors to students for the first
time in 1964 and received its Royal
Charter the following year. Today it
is one of the UK’s leading academic
institutions and has an
international reputation for
the quality of its research
and teaching. The University
is ranked within the Top
Ten Universities for research
and achieves a high level of
student satisfaction.
There are around 12,000
students and 2000 employees
representing over 120 countries. The
University is split over three locations
within Essex: Colchester, Loughton
and Southend.
To put some perspective on our
financial impact on the local
economy, the university income
for year 13-14 was £190,000,000.
However, success comes at an
environmental cost and we continue
to struggle to break the dualism of
growth and environmental impact.
Environmental management
at the University of Essex is the
formal responsibility of the Estate
Management Section within my
role as Energy Manager for the
institution. This covers a multitude
of tasks from energy procurement,
project management, staff and
student engagement to paying and
validating bills and any other duties
that an energy manager can turn
their hand to.
What does energy management
mean for the University?
From personal perspective energy
management at the university
is all things to all men. As
we evolve from Government
funded leviathans to dynamic
providers of quality education
and research in a global
market, protecting the bottom
line has become ever more
important. Of course, blowing
the energy managers’ trumpet,
our actions and decisions play
University of Essex
Energy and Water Consumption
Electricity Gas Water
kWh kWh Cubic Metres
21,100,000 29,000,000 250,000
by
RICHARD FROST
Former Energy Engineer at University of Essex and Currently Energy & Carbon Manager at Queen Mary University of London
Education:
an interview with
the University of Essex
23. 23
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
an ever-increasing role in protecting
the employer, while delivering
efficiencies and saving.
As well as saving energy, there are
forgotten parts to the role which are
imposed upon us, the stuff which
stops a knock on door from the
authorities, such as DEC’s and ESOS
to name but a few and there is the
soft part of the remit, the hearts and
minds of the staff and students.
The University sector as a whole
has acknowledged its sustainable
responsibilities both through the
curriculum and through its actions,
driven by people like you and me,
the energy managers. I consider
myself an ambassador for institution,
influencing students, staff and visitors
from around the world to save
energy, not just on campus, but at
home, wherever that may be.
It is evident energy managers within
the sector can play a significant
role in informing, educating and
influencing stakeholders from around
the world to meet our
organisations’ wider
sustainable objectives.
As mentioned above, the
university has a diverse
group of stakeholders to
engage and influence.
From the academic
who has likely theorised
climate change and its
effects, to the other end
of the spectrum, the
undergraduate, who
only has a finite time on
campus before starting
their careers.
When I first started
coercing students to
reduce their energy
consumption, I found
a few packs of beer
were very successful in
getting the message
across at fresher fairs
etc. It was cheap and
targeted the students’
innate need to be
inebriated, eventually
though, this was
frowned upon.
Therefore, we engaged
with the Students
Union to run “student
switch off” competitions against halls
of residence, with the successors
winning an ice cream party and
the university enjoying a 3%
reduction in energy consumption.
However, these benefits have
become increasingly short-lived and
potentially counterproductive with
the latest competition experiencing
increases in consumption on last
year’s figures.
There are a number of reasons,
including the effect tuition fees have
had on student behaviour and their
expectations for bigger returns for
their efforts. Thus, I’m going to have
to reassess the cost and reward,
before continuing with this method
of behaviour change.
For staff a very effective but simple
tool to change behaviour has been
the issuing of temperature cards,
which has enabled me to manage
internal temperatures from 24°C
down to 21°C on the BMS, without
the usual backlash. As the cards
provide the occupant with a basic
temperature reading, which more
often than not is well above those
stated in the University energy policy,
I’ve been able to tweak temperatures
slowly back to normal levels of
comfort, equating to a 1000 tonne
reduction in Carbon emissions on last
year’s CRC return figure.
It is evident, without some form of
psychological contract between the
energy manager and those to be
influenced (I’ll give you something,
but I’ll expect something back in
return) getting the message across
would be innately difficult.
How does the University deal with
energy management?
Like most universities I had to
develop a carbon management
plan to receive capital funding from
government. This had to have a
clear objective of reducing carbon
emissions by 34% before 2020. Of
course the responsibility and the
methods to achieve the reduction
fell into the lap of each institution’s
energy manager, including myself.
What has compounded the challenge
has been the growth in the estate
since the reporting baseline year of
2005. Early on I identified the need
for good automatic meter reading
otherwise I was trying to control the
uncontrollable. This exercise is still
ongoing but has been invaluable in
identifying and managing energy
use and reconciling the operation of
the Building Management System
as in Error! Reference source not
found. and of course building up
the evidence to resource and review
energy management projects.
Once I had built enough information
up it was evident our existing and
very old BMS had become a glorified
time clock and funding has been
made available to replace it on an
ongoing basis (year 3 of an initial
5-year programme, £900K spend
to date). Funding has come both
internally and from Salix (interest-free
capital to the public sector), which
has been a lifeline for the HE sector
in delivering energy management
projects.
24. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
24
What areas of the University’s
everyday business are most
challenging in terms of energy
management?
With the business need to increase
student numbers, most universities
have seen growth in their estates
over the last decade and Essex has
been no different, with effectively a
new build project handed over year
on year. Of course any new build has
its teething problems, but what has
compounded the issue is the very
thing driving sustainable
performance, BREEAM. I
have effectively become a
gate keeper for misguided
design teams, who have
the luxury of walking away
from their decisions. It
would be fair to say some
have slipped the net and I
find myself coming across
over complicated buildings,
which are difficult and
expensive to maintain
in the pursuit of carbon
reduction. Firstly there is
the challenge to influence
the key stakeholders
secondly to understand all
the differing build types
and finally the interaction
of all the building services
and the latest fad to make
it greener than the previous building.
Hopefully BIM might provide the
answer for us all and provide useful
information and interaction with
our BMS systems to enable efficient
control of buildings quicker than
before?
When I initially started my energy
management career over 15 years
ago, the role was quite focused,
however over time it has evolved to
meet the plethora of compliance and
regulations which have come along
since then. If I’m open and honest,
I’ve fallen into the trap of being
spread too thin over recent years,
which has detracted from the purest
side of the Energy Management role.
The continuous challenge for me and
probably for all of us is to balance
all the conflicting interests with the
minimum of resource.
Despite the challenge, I genuinely
see my role as a privilege, as
my actions in delivering energy
management across the three
campuses has hopefully influence the
graduates, from over 100 different
countries, which pass through the
doors of Essex each year.
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26. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
26
BUYER’S GUIDE
The Energy Managers’ Guide
to Energy Efficient Glazing
provides some basic information
on the glazing within buildings;
explaining the key features to
understand and what can be done
if the glazing is not working for
you.
Where to start - some questions to
ask yourself :
1. Do you know what the glazing
within your building is and how
it operates?
2. Does the glazing work for your
business and members of staff? If
not why not?
3. Do you understand about the
safety requirements of the
glazing in your building?
Glazing Technology - Background
The external envelope to your
building (roof, walls, windows, doors
and floor) provide an essential
function to keep the weather out
of the building and to maintain a
comfortable environment for the
occupants. If the envelope has a
good thermal efficiency this will
mean the amount of energy needed
to heat or cool the building will
be reduced. This will provide cost
savings to the occupants as well
as reducing the impact on the
environment and the amount of
C02 produced, which improves your
green footprint.
External glazing provides a unique
function to the envelope to your
building - good glazing can provide
a fantastic environment for the
users of the building - ensuring it
is a comfortable environment (not
too hot or too cold) and has natural
lighting (for better health and
wellbeing of occupants).
There are two key elements to
glazing and its function within the
external building envelope - thermal
heat loss and solar heat gain.
1. Heat loss
The heat loss is by convection,
conduction and radiation - the 3
ways heat moves from within the
building to the outside. This is
measured by the U value of the glass,
this will vary depending on the glass
type and combination, typical values
are:
• Single-glazing 5.0 W/m2K
• Double-glazing 3.0 W/m2K
• Triple-glazing 2.2 W /m2K
• Double-glazing with low-e
coating 1. 7 W /m2K
• Double-glazing with low-e
coating and Argon filled 1.3 W /
m2K
• Triple-glazing with multiple low-e
coatings and Xenon filled 0.4 W/
m2K
Energy Efficient Glazing
27. 27
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
The lower the U value the better the
thermal performance and less heat is
lost from the building.
2. Solar heat gain
The solar heat gain is measured by
the g value (this is the coefficient
of the permeability of total solar
radiation energy stated as %). This
is composed of the direct transmis-
sion of energy and the secondary
dispensation of heat of the glazed
surface toward the interior, which
occurs on the basis of absorbed solar
rays. The sun can heat a room only
by glass and thus also contribute
to heating without any additional
expenses; however what is welcome
in winter can be unpleasant in
summer, because gaining energy
through solar radiation means heat.
The correct course is high thermal
insulation, which means a low U
value combined with a g value that is
not too high.
So with the basic physics of heat
loss and gain, if the correct glass is
used an optimum environment can
be achieved. However, life is not that
simple!
Other things to consider
• Orientation of the building and
facade - the north side of a
building will gain considerably
less solar energy than the
sun-exposed south; likewise
morning sun on the East
elevation and evening sun on the
West can have an impact on the
building.
• The building’s heating, ventilation
and controls systems.
• External shading devices.
• Internal shading devices
(however, excessive heat has
already entered the building)
• Use of the building - number of
staff, what are they doing, what
machinery are they operating.
What do I do if the glazing is not
correct for the building?
If you are undertaking a building
refurbishment program you might
want to consider replacing the
glazing systems to more energy
efficient products which are available
today.
If you do not have the budget to
undertake this you may wish to
consider the use of Adhesive Backed
Polymeric Window Film (known as
Window Film) to the glass to change
the heat loss and solar gain. Window
Film can enhance your energy
efficiency and provide thermal
comfort.
Over the past twenty years the
UK has had a 60% increase in air
conditioned buildings. Cooling
a building with the use of air
conditioning often uses a lot more
energy than heating the building.
This is without allowing for the extra
energy used by new technology
systems, often found in homes and
working environments.
As companies make changes to
improve their energy efficiency,
window film is becoming one of
the key options. Window film is a
retrofit layer applied to the internal
28. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
28
BUYER’S GUIDE
or external surface of existing
glass, designed to enhance the
performance of windows by reducing
solar heat gain and glare.
With the global shift towards
a greener way of thinking the
members of the Window Film Group
of the Glass and Glazing Federation
consult with companies in their drive
to reduce their carbon emissions
along with their carbon footprint and
energy costs. With the correct film
installed it is possible to cut cooling
loading by up to 30%.
Window film
When applied onto existing glass, it
will help balance the temperature,
minimising hot spots within the
building. Window films can also
provide the benefit of excellent glare
control for screens, reduce the fading
of interiors and with combination
film can enhance the glazing to
create blast mitigation.
Adhesive backed polymeric window
film is a high clarity polyester
film that has been designed for
application to glass to improve its
performance.
It is a glass treatment that can be
professionally applied either in the
factory to new glass or in situ to
existing windows, glass doors and
partitions.
The correct application of film onto
glass can upgrade the original
glazing to meet the requirements of
Building Regulations, Health & Safety
Regulations as well as British and
European Standards.
Types of Window Film
- Safety Film
When applied this type of film
will transform ordinary annealed
glass into a safety glass that can be
classified by EN 12600.
- Security Film
This type of film can enhance the
performance of glass with respect to:
• Resistance to manual attack;
• Resistance to explosive pressure;
• Resistance to ballistic attack spall
reduction
- Solar Control Film
When applied this type of film will
modify the spectrophotometric
properties of the glass. These films
can be coloured and/or highly
reflective. They can also have low
emissivity.
- Low Emisivity Film
When applied this type of film will
reduce the thermal transmittance (u
value) of the glass.
- Others Specialist films
Special Ultra Violet Reducing film;
RFI/EMF Shielding Film;
Privacy Film; Decorative/
Manifestation Film Anti-Graffiti Film
Adhesive backed polymeric film
should comply, in the future, with
prEN 15752-1.
Window Film is an additional coating
added to existing or new glazing
systems to enhance them in a vast
number of ways.
These include:
• Energy and C02 Reductions,
including reduction of air
conditioning use.
• Improving thermal comfort by
reducing solar heat gain and
winter heat loss.
• Compliance to Health and Safety
Regulations.
• Reducing the effects of an
explosion including terrorism.
• Improving safety against other
Glass related situations including
Spontaneous Breakage.
• Reducing the effects of the Sun
including UV protection against
Skin Cancer and Fading
The full version of the Energy
Managers’ Guide to Energy Efficient
Glazing is available on the EMA
website in the Resources section.
The EMA wishes to thank the Glass
and Glazing Federation (GGF) for
their support in producing this guide.
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30. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
30
E
nergy management is a broad
subject and when it comes to
a job description can cover a
variety of activities. The EMA gathers
energy management professionals
from across all industries and in this
regular section will interview energy
management professionals about
their role. This month we are shining
the spotlight on Rachel Toresen-
Owuor, Head of Energy & Resources
at Buckinghamshire County Council.
How did you become interested in
energy management?
In my final year of an Earth Science
undergraduate degree, we studied
a module on climate change, and
this sparked an interest in this area,
particularly in relation to practical
action on the ground that would
make a difference. I went on to
complete an MSc at the Institute of
Energy & Sustainable Development,
which had a focus on energy use
in buildings, energy management
and energy policy. This set me up
with the skills I needed to begin a
career in energy and sustainability
within Local Government. I was
very fortunate to have graduated at
a time when there were a range of
opportunities in sustainability and
energy related to the Climate Change
Act and the policies that emerged
from that within the public sector. I
began working at Buckinghamshire
County Council in 2008 as a
Sustainability Officer, focussing on
the Carbon Reduction Commitment
and delivering a programme of
energy efficiency projects across our
school estate. I progressed within
the organisation as Energy Manager,
and am now the Head of Energy &
Resources leading a small team of
officers delivering a wide ranging
programme of initiatives across our
own estate, schools and exploring
the opportunities for the County to
become more energy resilient with
increased housing and economic
growth within Buckinghamshire and
our neighbouring counties.
What does your role at BCC
entail?
As Head of Energy and Resources at
Buckinghamshire County Council,
my role is to lead the team of officers
responsible for energy management,
delivering our energy performance
contract, procuring energy for the
council and partners. The other key
element of my role is to engage with
stakeholders within our organisation
and externally, to raise the profile of
energy and resource efficiency, and
to ensure that Buckinghamshire is
well placed to identify and maximise
opportunities related to energy
efficiency and generation including
the social and economic benefits for
our residents and businesses.
What is the most exciting part of
your job?
The part of my job that is most
exciting is being a catalyst for
change within our organisation,
identifying new ways of delivering
initiatives, driving invest to save
projects and raising the profile of
energy management with different
audiences – schools, elected
members and external partners for
example. Looking back over the
years I have been at BCC, I have had
the opportunity to drive and deliver
a range of projects from insulating
our school estate, installing PV and
biomass across multiple sites and
most recently implement different
models for project delivery such
as the REFIT Energy Performance
Contract.
Can you describe your typical
day?
A typical day within our small team
can be incredibly varied, ranging
from assisting our schools with
energy billing queries, providing
assurance on refurbishment and
new build property projects, to
engaging with our colleagues
across the county and beyond to
explore how Buckinghamshire can
benefit from the opportunities for
energy generation and distribution.
The wide range of audiences and
stakeholders to engage with over
an 8 hour period can be challenging
but also very rewarding, the ability to
effectively get your message across
to caretakers in a small school but
also the finance director of a large
organisation is a key skill for energy
professionals!
What drives you?
Knowing that the work of our
by
RACHEL TORESEN-OWUOR
Head of Energy & Resources at Buckinghamshire County Council
CAREER & TRAINING
In the spotlight
31. 31
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
small team has a net benefit to
our organisation in terms of cost
avoidance and income generation
from energy management and
delivery of energy related projects is
a major driver for me. Leading and
developing a team of committed
energy professionals at various
stages of their own careers is also
tremendously rewarding.
What qualities should a good
energy manager possess?
In addition to the technical expertise
and data analysis skills essential
for the role, I believe that the role
of the energy manager is evolving.
Influencing and negotiation,
communication and stakeholder
engagement skills are becoming
ever more important. The ability to
identify and explore opportunities,
develop and more importantly be
able to communicate the benefits
of a robust business case for
investment in energy efficiency
and renewable energy projects is
absolutely essential. Our team are
facilitators and enablers of change,
working collaboratively with internal
and external partners to commission
and deliver projects and to influence
decision makers. Contract and
supplier relationship management
skills are key and, particularly
now in Local Government, a keen
commercial awareness is important.
Energy and resource efficiency
have an important role to play in
mitigating the financial challenges
we face in the future.
What is your greatest
contribution to the energy
management sector or your
current role?
For the energy management
sector, working to highlight the
importance of measurement and
verification of cost avoidance for
energy performance contracts and
the role of the client organisation
in partnerships with ESCo’s, and
getting this right at the very
beginning of EPCs (at tendering and
programme development stage) to
avoid contractual difficulties further
down the line. Within my current
role and organisation, I am pleased
that I have been able to raise the
profile of energy management, and
to have been instrumental in the
delivery of energy efficiency and
renewable energy projects that
are reducing costs for the council,
generating additional income and
delivering value for money for the
Buckinghamshire tax payer.
What advice would you give
to someone looking to craft a
generation strategy?
Collaboration with your stakeholders
is critical. Energy management
is everyone’s responsibility in an
organisation. Energy professionals
can drive the change initiatives,
bringing your colleagues and
customers along with you is the key
to success.
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32. THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
32
T
he Energy Managers Associa-
tion aims to encourage and
enable more profession-
als to enter the world of energy
management and environmental
roles. Being an energy manager
may not seem like the most obvious
career for many. The EMA has taken
on a challenge of changing the
perception of energy management,
by raising the sector’s profile and
sharing its members’ — leading
energy managers — insights
into their career progress and
achievements.
When did you first hear the term
‘Energy Management’?
In 1986, I was working in Dundee
for a fuel poverty charity providing
energy efficiency advice to low
income households, where the
emphasis was on installing low
cost energy efficiency measures
such as draught proofing and loft
insulation in predominantly council
properties. Little attention was given
to providing householders advice
on reducing energy consumption
through good housekeeping and
that’s where I first came across this
term.
What made you choose energy
management as a career?
While I was working in Dundee I
was introduced to John Goodfellow,
Dundee City Council’s Energy
Manager, who took the time to
explain his job and the importance of
energy management. John’s passion
immediately convinced me and this
has been strengthened throughout
my career, right up to today where
the importance of effectively
managing energy across Crosslane’s
3,100 student accommodation beds
in the UK and continental Europe
keeps me driven.
How did you progress through
the profession to your current
role?
A year later, in 1987, I worked as
Assistant Energy Manager for Renfrew
District Council, gaining experience
of Monitoring and Targeting (M&T)
and Building Management System
(BMS) control. In 1990, I then moved
to Langbaurgh-on-Tees Borough
Council, to take up the new position
of Energy Manager for their public
buildings and later expanded to
include their social housing property
portfolio.
I then set up new energy
management teams at
Stockton-on-Tees Borough Council
and Aberdeenshire Council before
doing the same in the private
sector in 2006, for a major property
company based in Manchester,
Bruntwood Estates. These were
focused on their commercial
property portfolio and later
expanded to their residential
housing portfolio. After a couple
of successful years, I moved to the
Mansion Group principally to set up
a facilities management division for
their UK student accommodation
assets and then from there to Makro
Wholesalers, both of which focused
on energy management. After
three years at Sanctuary, the largest
housing association in the UK with
over 100,000 residential properties,
I left to work with my current
employer Crosslane Group, who
specialise in acquiring, developing
and managing purpose-built
student accommodation in the UK
and Europe. I am currently working
on a new proposition which will
significantly reduce the energy costs
for student accommodation and
private landlords. My 30 years of
experience managing energy use in
public and private sector commercial
and residential housing properties
has given me a unique perspective
on how to overcome effectively
the challenges property owners/
operators face managing these types
of properties. This new proposition
I am working on with Crosslane will
allow me to apply these skills and
knowledge and help provide the best
advice and solutions.
What is your biggest achievement
to date?
I have been involved in energy
management for almost 30 years
managing and developing new
energy management teams
and systems for seven different
organisations. My biggest
by
GRAHAM BERESFORD
Energy Manager at Crosslane Energy Services
CAREER & TRAINING
Graham Beresford
reflects on his career path
in Energy Management
33. 33
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
achievement and the one of which I
am most proud, is securing European
funding to refurbish a listed building
in Stockton-on-Tees city centre to
create an Energy Advice Centre
to provide advice and assistance
to the public on reducing energy
consumption and saving energy. The
refurbishment of the Energy Advice
Centre included improving the
energy efficiency of the property by
installing energy measures such as
low energy lighting, energy controls,
condensing boiler and insulation.
The biggest contribution was not
the measures that we installed in
the property, but the training of the
staff to provide energy management
advice to domestic households
which resulted in a significant
reduction in energy consumption
and helped to reduce the incidents
of fuel poverty in the area. Over the
years this centre made a significant
contribution to reducing energy
consumption in domestic properties
and acted as a role model for other
energy advice centres around the
country, experience which will also
feed into my plans at Crosslane.
What is the best approach to
attract new talent into energy
management sector?
I fully support the Energy Managers
Association’s (EMA’s) proposals to
attract more women into the sector
as I believe strongly that this is
an area which could afford many
opportunities for women and the
industry would benefit significantly
from more of their involvement. The
best energy managers are those who
can identify and solve problems and
above all persuade others to help
them.
What advice would you give to
someone looking to become an
energy manager?
I would recommend prospective
Energy Managers gain a relevant
qualification, such as that offered by
the Energy Managers Association
(EMA). But the best way is through
gaining experience with an existing
organisation. Over the years, many
of those I’ve employed as Energy
Assistants or Data Processors went
on to become Energy Managers or to
make a career for themselves in the
energy management sector.
What qualities should a good
energy manager possess?
Beyond a natural interest in the
industry, a real desire to make a
difference within a firm that is keen
to drive change is critical and the
ability to recognise problems and
provide solutions. Above all, never
accept the status quo and always ask
why.
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34
The EMA has repeatedly written
about the importance of the energy
management profession, and raised
profiles of some of the legends and
leaders in the industry. Scarcely
though have we given space to new
talents across the industry to find out
their thoughts and views on where
the energy management
profession is heading.
With a great curiosity we
approached four young
energy managers and
asked them why they
decided to get into energy
management and their
experience so far; what
they think of the current
state of the industry and
opportunities for people
to enter it; and where they
see their future.
Dewi Day, Assistant Energy
Manager at QinetiQ
After completing his degree
in Environmental Resource
Management and an MSc in
Environmental Consultancy, Dewi
worked in various environmental
management roles for 7 years.
Dewi says, “I always felt that good
energy management was a key
component of being a responsible
business but I lacked the technical
expertise to get very involved.”Whilst
working full-time he completed a PG
Certificate in Energy and Sustainable
Building design in 2014 (distance
learning). Then an opportunity
came up within QinetiQ to join the
Energy Team as an assistant energy
manager. Dewi declares that this was
perfect for him to really learn the
intricacies of energy management.
He adds: “So far I have found that
the transition from environment
team to energy management
has been pretty seamless as
there is a lot of duplication -
compliance, management systems,
monitoring, employee engagement,
improvement plans etc.”
Asking Dewi about the opportunities
for development in the industry, he
answers, “With carbon management
and sustainability increasingly
becoming a significant consideration
for businesses, along with an
emphasis on reduced energy costs,
I expect the energy management
industry will only get bigger.”
He then adds further, “the energy
management role is very broad and
encompasses many different skill
sets (engineering, procurement,
data analysis, communication,
management systems etc.) This
means that there are multiple
routes for entering energy
management. Coming
from a non-engineering
background, I thought
it might be difficult
for me to enter energy
management, but I have
since discovered that I
can always find technical
support from others in
various teams at QinetiQ,
so haven’t found this to
be a significant obstacle,
and in fact it allows me to
question the norm more.
The broad spectrum of the role is also
great for professional development
opportunities.”
And what are Dewi’s immediate and
future plans within the industry?
Unsurprisingly his prompt response
pleases our ears: “To ensure that
I have the skills to be an Energy
Manager in the future. I have just
started working towards the EMA’s
Energy Management in Practice –
LEC Stage 3 Training Programme. I am
currently only focussing on the areas
of technical knowledge that I feel
need development and are key to
my current role.” As for Dewi’s longer
term plan? “I like to take things one
step at a time, so I haven’t thought
that far ahead” he concludes.
New talents shaping
energy management
CAREER & TRAINING
“
With carbon management and
sustainability increasingly becoming
a significant consideration for
businesses, along with an emphasis
on reduced energy costs, I expect the
energy management industry will only
get bigger.
”
35. 35
THEEMAMAGAZINE•ISSUESEPTEMBER—OCTOBER2016
Kiro Tamer,
Group Environmental &
Sustainability Engineer at
Wabtec Group
Kiro started his career as a mechanic
and studied light vehicle mechanics
at college; he then progressed to
study motorsport engineering to
advance his career. He shares: “When
I gained an in-depth engineering
appreciation of the detail that goes
into motor sport vehicles to achieve a
fraction of a second better race time,
I realised that ultimately we
are still burning fossilised trees
and animals to power these
great pieces of technological
achievements – and I found this
greatly contradictory.”
Such eureka moment sparked
Kiro’s interest in energy and he
decided to change career path;
and went on to study a BEng
Energy Engineering Degree at
Sheffield Hallam University. This
move brought the opportunity
of a yearlong placement
in industry. He says: “During my
placement I was employed by
Wabtec Rail Limited with the aim
of understanding where and why
energy was being used. Working with
a 160 year old site was the perfect
environment for me as a student to
explore, and apply theory to practice,
which gave me lots of opportunities
to make some exciting changes.”
As a result of Kiro’s placement,
when his degree finished, Wabtec
created a position and employed
him to manage the energy usage,
procurement and efficiency for their
10 sites in the UK.
University work placement is one
way of entering the industry, but
Kiro cleverly links the awareness and
development of energy management
industry with opportunities to
enter the career within it. “In recent
years, energy awareness has come
a great distance both through the
media, climate change and general
marketing. Society has never
been more aware of the possible
environmental consequences our
‘energy hungry’ lives can have,
however, I still don’t feel this is
really applied to our daily lives.
Most energy users do not have an
appreciation of where energy comes
from and the great effort that is
needed to ensure we consistently
have it at our disposal for such a
small cost,” he suggests.
He is not referring to ground
breaking changes, “our society is full
of energy saving opportunities which
makes it the perfect path to start
an exciting engineering career as it
teaches you from ground up.”
How about Kiro’s next steps? “I see
my future within the rail industry as it
is the most effective way to transport
goods and humans, and I am keen
to support this – but from an energy
management perspective the future
is to keep expanding our scope and
standardise energy management
techniques across all sites globally
ensuring we are as energy effective
as possible - but also work closely
and support the industry and
associations such as the EMA to
drive the energy efficient mentality
forward.”
Patrick Courtney,
Utilities Analyst at Bourne
Leisure
“I initially joined the Divisional
Finance department in Bourne
Leisure as a Chemistry graduate
from the University of Bath”, starts
Patrick and continues, “after doing
this for two years, I felt I needed
a change of role and, due to my
scientific background, decided
to find out more about our
Sustainability department. After
speaking with Scott Armstrong
(Head of Sustainability) and
Sam Arje (Group Energy and
Sustainability Manager), I was
immediately fascinated by
their roles within the business.
The complexity and dynamism
of the energy industry really
grabbed me and I wanted to
learn more. I joined their team
as a utilities analyst and have
been working with them for
one and a half years now.”
So energy management
was not Patrick’s first choice of
career which allows him to make a
pragmatic comparison of industries,
“the finance industry in the UK has
many formal qualifications that
you can obtain whilst working in
the field. This is something that
is currently lacking in the energy
industry.” Attendance of conferences,
networking events and training
courses has helped Patrick gain
knowledge of different areas
within the industry and helped him
become a better utilities analyst. But
he recommends that “a graduate
coming out of university would be
more incentivised to start a career
in energy management if they were
“
our society is full of energy
saving opportunities which
makes it the perfect path to
start an exciting engineering
career as it teaches you from
ground up.
”
