MSE 2008

MSE 2000: 200x
(Draft 04/01 /08)
A Management
System for Energy

© 2008 Georgia Tech Research Corporation. All Rights Reserved.

Copyright Protection Notice
No part of this draft publication can be reproduced in any form, including an electronic retrieval system,
without the prior written permission of the Georgia Tech Research Corporation. Reproduction may be
subject to royalty payments or licensing fees. All requests pertaining to the ANSI/MSE 2000 standard
should be submitted to the Georgia Tech Energy and Environmental Management Center (GTEEMC).

Standard Developer:
Georgia Institute of Technology
Enterprise Innovation Institute
Energy and Environmental Management Center
760 Spring Street, NW
Suite 330
Atlanta, GA 30332-0640
energy@innovate.gatech.edu
(404) 894-2196
www.mse2000.net

Submit formal requests for interpretations of ANSI/MSE 2000:2008 requirements to the GTEEMC
Standards Coordinators, Holly Grell-Lawe or Deann Desai, at the above address. The GTEEMC
Interpretations Committee will review and determine disposition of each request.

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Introduction

CONTENTS

FOREWORD................................................................................................................................ iv
INTRODUCTION......................................................................................................................... v
1 Scope....................................................................................................................................... 1
2 Normative references ............................................................................................................ 2
3 Terms and definitions ........................................................................................................... 2
4 Management system for energy requirements ................................................................... 5
5 Management responsibility .................................................................................................. 7
6 Energy management planning ............................................................................................. 8
7 Implementation and operation .......................................................................................... 11
8 Checking and evaluation .................................................................................................... 13
9 Management review ............................................................................................................ 15
Annex A (Informative) Guidance on the implementation of this Standard .......................... 17
Annex B (Informative) Sample Energy Profiles ...................................................................... 28
Annex C (Informative) Relationship between ANSI/MSE 2000: 2005 and MSE 2000: 200x
(10/05/07)...........................................................................................Error! Bookmark not defined.
Annex D (Informative) Relationship between MSE 2000: 200x and ISO 14001:2004 ....Error!
Bookmark not defined.
Annex E (Informative) Bibliography ........................................................................................ 42

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Introduction

FOREWORD

The American National Standards Institute (ANSI) is a private, non-profit organization
[501(c)(3)] that administers and coordinates the U.S. voluntary standardization and conformity
assessment system. ANSI is the official U.S. representative to the International Accreditation
Forum (IAF), the International Organization for Standardization (ISO) and, via the U.S. National
Committee, the International Electrotechnical Commission (IEC). ANSI is also the U.S. member
of the Pacific Area Standards Congress (PASC) and the Pan American Standards Commission
(COPANT).

ANSI approval of a standard verifies the principles of openness and due process have been
followed in the approval procedure and a consensus of those directly and materially affected by
the standards has been achieved. A Draft National Standard was circulated to the GTEEMC
Consensus Board, consisting of a balanced group of materially affected reviewers, and to those
requesting reviewer statuses during the ANSI Standards Action announcement period. Approval
of this standard as an American National Standard requires acceptance by a minimum of 80
percent of Consensus Board reviewers casting a vote.

ANSI/MSE (Management System for Energy) 2000 was developed and revised by the Georgia
Tech Energy and Environmental Management Center (GTEEMC). No patent rights or
requirements for specific equipment or services are included in the standard. The use of the term
―energy‖ refers to all primary and secondary energy resources, including water and utility
systems. MSE 2000 addresses supply, demand and reliability issues, storage and disposal
including alternative energy sources and technology.

This third edition of MSE 2000 (ANSI/MSE 2000:2008) replaces the second edition (ANSI/MSE
2000:2005). The revised standard reflects a process approach for continual improvement and
provides clarification and harmonization with other management system standards.

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Introduction

INTRODUCTION
Increasing energy costs and price volatility combined with growing constraints on energy
supplies and distribution networks amplifies the risks associated with energy use. Additionally,
the importance of energy efficiency and renewable energy resources as strategies for reducing
environmental impacts warrants more sophisticated approaches to energy management. In many
organizations, energy management is treated as a minor issue behind raw material and human
resources, productivity, quality, safety, and environmental issues. The significance of energy is
often dismissed because it is viewed as a specialized field outside the core business of most
organizations. Organizations recognizing the importance of energy to the long-term viability of
the business can use this standard to manage and control both energy consumption and cost.

Crisis management techniques typically generate only short-lived improvements. Long-term,
continuing improvements in energy performance can be achieved when an organization makes
energy management part of their organizational strategy. ANSI/MSE 2000 describes the
elements required for a lasting program of continual improvement in organizational energy
management. Implementation of this management system standard is a reasonable and practical
approach to improving energy management and controlling costs. Organizations implementing
ANSI/MSE 2000 recognize comprehensive energy management is key to achieving maximum
benefit from process improvements, simple operational and maintenance changes, and advanced
energy efficiency technology.

ANSI/MSE 2000 establishes the order and consistency necessary for organizations to proactively
manage their energy resources. The organization uses the Plan-Do-Check-Act continual
improvement framework to manage energy resources, incorporating energy management into
everyday business operations and strategies. This framework encompasses both the management
and the technical elements of energy management. The effective management of energy requires
both to be present and integrated. Figure 1 illustrates how this integration takes place within the
management system for energy.

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Introduction

The Continual Improvement Process Model

Figure 1:ANSI/MSE 2000 incorporates both management and technical
aspects of the management system for energy.
ANSI/MSE 2000 defines a management system for utility resources entering the fenceline of the
organization or used within its boundaries. The boundary or scope of the system can be a
building, plant, facility, site or corporation. Utility resources include both primary and
secondary energy resources such as electricity, fuels, water, steam, compressed air, chilled water,
and others.

This management system, like those for quality, safety, and environment, is a structure for
identifying opportunities and problem-solving. It can be implemented by an organization in
many different ways, depending on the organization’s activities, needs and size. It can be tailored
to fit the requirements of the organization, including complexity of the system, degree of
documentation, and resources required. Because the standard relies heavily on a team approach
to energy management, the structure of the organization included within the scope will
significantly influence the management system team representation, composition and
responsibilities. With a clearly defined team, assigned responsibilities, information transfer and
communication flow, the management system for energy can function effectively no matter how
the scope is defined.

Implementation of this structured, well-defined management system for energy offers an
organization both direct and indirect benefits, including:

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Introduction

Direct:

a) Controllable energy costs,
b) Improved operational efficiency,
c) Decreased energy intensity,
d) Reduced environmental impact,
e) Continually improved energy performance,
f) More effective energy projects,
g) Improved operations and maintenance.

Indirect:

a) Greater organizational involvement, communication, increased morale,
b) Increased organizational competency concerning energy issues,
c) Enhanced communication about energy management outside the organization,
d) Improved relationships with energy and equipment suppliers.
e) Increased safety and health,
f) Recognition as a good corporate citizen,
g) Improved risk management,
h) Compatible with other management system standards.

Effective implementation of ANSI/MSE 2000 management system for energy often yields
resource and cost savings and risk avoidance. Reduction in the use of nonrenewable fuels
provides environmental benefits to the nation, improves security and leads to more sustainable
sources of energy to the organization. Process and behavioral changes from targeted energy
management projects frequently result in reduced raw materials usage, waste generation and
disposal, and air emissions. An ANSI/MSE 2000 management system establishes a culture of
continual improvement to sustain the gains made, placing the organization in a position to realize
even greater energy efficiencies and potential savings.

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A Management System for Energy

1 Scope

1.1 Purpose

This standard specifies requirements for a management system for energy (MSE) that enables an
organization to take a systematic approach to the continual improvement of energy performance.
Energy performance may include improved energy intensity, increased use of renewable energy
and reduced expenditures for energy

The standard itself does not state specific performance criteria with respect to energy but leaves
the determination of reasonable performance improvement goals (objectives) to the discretion of
the organization’s energy management planning process.

A management system for energy covers the supply, demand, reliability, purchase, storage, use
and disposal, as appropriate, of primary and secondary energy resources.

1.2 Application

This document is intended as a voluntary standard for a management system for energy (MSE).
This standard is applicable to any organization that uses energy, and wants to:

a) Assure itself of its conformance with its stated energy policy,
b) Establish, implement, maintain, and improve a management system for energy, separately
or within the framework of an existing management system,
c) Demonstrate conformance of the management system for energy requirements to external
stakeholders and other interested parties, and
d) Seek certification of its management system for energy by an external organization, or
e) Make a self determination and self-declaration of conformance with the standard.

All the requirements in this standard are intended to be incorporated into any management
system for energy (MSE). The implementing organization must be defined to accomplish this
objective.

The standard is valid for factors affecting energy use that can be monitored and/or measured and
controlled or influenced by the organization.

1.3 Compatibility

This management system for energy (MSE) standard is intended to be used independently or
integrated with other management systems. Organizations are encouraged to review comparable
elements for potential points of integration.

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2 Normative references

There are no normative references at present.

3 Terms and definitions

The following terms and definitions apply to this set of system requirements.

3.1
commissioning
quality assurance process of ensuring a new building or energy system is designed, installed,
functionally tested, and capable of being operated and maintained according to the owner’s
operational needs

3.2
continual improvement
recurring activity to increase the ability to fulfill requirements
NOTE: The process of establishing goals and finding opportunities for improvement is a
continual process. Continual improvement can achieve improvements in overall energy
performance, consistent with the organization’s energy policy.
[ISO 9000:2005 3.2.13]

3.3
Continuous Commissioning®
process where a facility, an energy system, or a piece of equipment is continuously monitored,
measured, analyzed and optimized to improve performance and energy efficiency

3.4
corrective action
action to eliminate the cause of a detected nonconformity or other undesirable situations
[ISO 9000:2005 3.6.5]

3.5
document
information and its supporting medium
[ISO 9000:2005 3.7.2]

3.6
energy
See ―primary energy‖ and ―secondary energy‖

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3.7
energy assessment
information on and evaluation of the current energy performance of equipment, systems, and
processes related to energy purchase, use, reliability, storage, and disposal

3.8
energy baseline
initial energy profile
NOTE: Used as the starting point for tracking energy performance and continual improvement.

3.9
energy profile
regularly updated overview of the organization’s energy status which serves as a means to
connect an organization’s energy use to its primary business output (See 6.2)
NOTE: See examples in Annex B

3.10
energy management project
course of action, with a definite beginning and end, used by the organization to achieve energy
goals and targets
NOTE: Projects may be the initiation of a program (which does not have a defined endpoint) or
the improvement of a program.

3.11
energy system
any logical equipment grouping which uses and/or produces primary or secondary energy
resource

3.12
goal
ends toward which effort is directed to achieve the energy policy

3.13
key performance indicator (KPI)
index that relates energy use or cost to organizational output which is a measure of energy
intensity of organizational operations
NOTE 1: Examples include Btu/ft2; Btu/piece; Btu/ton; Btu/lb; energy cost/item; energy
cost/mile; Btu/patient; energy cost/room.
NOTE 2: Additional key performance indicators may address environmental impacts.

3.14
nonconformity
non-fulfillment of a requirement
[ISO9000:2005 3.6.2]

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3.15
organization
group of people and facilities with an arrangement of responsibilities, authorities, and
relationships
NOTE: Examples include company, corporation, firm, enterprise, authority or institution, or part
or combination thereof, whether incorporated or not, public or private, that has its own functions
and administration, government agency, hotel, transport company, educational institution and
utility provider
[ISO 9000:2005 3.3.1]

3.16
preventive action
action to eliminate the cause of a potential nonconformity or other undesirable potential situation
NOTE 1 There can be more than one cause for a potential nonconformity.
NOTE 2 Preventive action is taken to prevent occurrence whereas corrective action is taken to
prevent recurrence.
[ISO9000:2005 3.6.4]

3.17
primary energy resource
raw resources that enter the facility from an internal or external energy supplier
NOTE: Primary energy resources may include electricity, natural gas, petroleum products, solid
fuels, and water.

3.18
procedure
specified way to carry out an activity or a process
NOTE 1 Procedures can be documented or not
NOTE 2 When a procedure is documented, the term ―written procedure‖ or ―documented
procedure‖ is frequently used. The document that contains a procedure can be called a
―procedure document‖.
[ISO 9000:2005 3.4.5]

3.19
product
result of a processes (ISO 9000:2005 3.4.1)
[ISO 9000:2005 3.4.2]

3.20
record
document [ISO 9000:2005 3.7.2] stating results achieved or providing evidence of activities
performed
NOTE 1 Generally records need not be under revision control.
[ISO 9000:2005 3.7.6]

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3.21
re-commissioning (also known as retro commissioning)
restoration of existing facilities to achieve original design conditions through renovation,
upgrade, and tune-up of existing energy systems

3.22
secondary energy resource
converted form of primary energy resource
NOTE: Secondary energy resources may include steam, compressed air, chilled water, and hot
water.

3.23
significant energy uses
primary or support equipment, processes, applications, or activities identified by the energy
profile as a significant component of an organization’s energy cost and/or consumption
NOTE: Significance criteria is determined by the organization.

3.24
supplier
organization [ISO 9000:2005 3.3.1] or person that receives a product [ISO 9000:2005 3.4.2]
EXAMPLE: Examples include a utility that sells electricity or an energy service company that
provides consulting to the organization.
NOTE 1 A supplier can be internal or external to the organization.
NOTE 2 In a contractual situation, a supplier is sometimes called ―contractor‖.
[ISO 9000:2005 3.3.6]

3.25
target
measurable performance requirement to be set and met to achieve part or all of a goal

3.26
top management
person(s) or group of people who directs or controls an organization[ISO 9000:2005 3.3.1] at the
highest level
NOTE: Top management controls the organization defined within the scope of the management
system for energy
[ISO 9000:3.2.7]

4 Management system for energy requirements

4.1 General requirements

The organization shall establish, implement, and maintain a management system for energy, and
continually improve its effectiveness according to the requirements of this standard.

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The scope of the management system for energy shall be defined and documented.

4.2 Documentation requirements

4.2.1 General requirements

The management system for energy documentation shall include:

a) an energy policy statement,
b) energy goals and targets and the plans for achieving them,
c) an energy manual,
d) documented procedures and records required by this American National Standard, and
e) documents and records needed by the organization to ensure the effective planning,
operation, and control of its significant energy-related equipment, systems and processes.

4.2.2 Energy manual

The organization shall develop and maintain an energy manual that includes a description of the
main elements of the management system for energy and their interaction. The scope of the
management system for energy shall be documented in the energy manual. The manual shall
include or reference energy procedures.

4.2.3 Control of documents

Documents required by the management system for energy shall be controlled. A documented
procedure shall be established to define the controls needed to:

a) approve documents for adequacy prior to issue,
b) review and update as necessary and re-approve documents,
c) ensure changes and current revision status of documents are identified,
d) ensure relevant versions of applicable documents are available at points of use,
e) ensure documents remain legible and readily identifiable,
f) ensure documents of external origin determined by the organization to be necessary for the
planning and operation of the management system for energy are identified and their
distribution controlled, and
g) prevent the unintended use of obsolete documents and apply suitable identification to them if
they are retained for any purpose.

4.2.4 Control of records

The organization shall establish and maintain records as necessary to demonstrate conformity to
the requirements of its management system for energy and of this American National standard,
and the results demonstrating the performance achieved.

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The organization shall establish, implement and maintain a documented procedure(s) defining
controls for the identification, storage, protection, retrieval, retention and disposal of records.

Records shall be and remain legible, identifiable and traceable.

5 Management responsibility

5.1 Management commitment

Top management shall demonstrate commitment to the management system for energy and
continually improving its effectiveness by:

a) establishing the energy policy (see 5.2)
b) including energy considerations in organizational strategic planning (see 5.4),
c) communicating to the organization the importance of energy management (see 7.6),
d) ensuring energy goals are established and met (see 6.3),
e) providing the resources needed to establish, implement, maintain and improve the
management system for energy, and
f) conducting management reviews (see 9).

5.2 Energy policy

Top management shall define and document its policy for managing energy. The energy policy
shall be appropriate to the nature and scale of energy use and shall be consistent with the policies
of other management systems.

In defining the energy policy, top management shall state its commitment to:

a) meeting requirements, including management system for energy (MSE) requirements and
applicable legal and other requirements,
b) continual improvement in the management system for energy (MSE), including improvement
in energy performance.

The policy shall:

c) provide the framework for setting goals and targets consistent with the organizational
strategic plan,
d) be available to the public, and
e) be documented, implemented, maintained, and understood by those working for or on behalf
of the organization.

5.3 Responsibility and authority

Top management shall appoint an energy coordinator with the appropriate skills and training,
and the responsibility and authority to:

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a) ensure the management system for energy is established, implemented, and maintained in
accordance with this American National Standard,
b) report to top management on the performance of the management system for energy,
c) report to top management on improvements in key performance indicators,
d) appoint members of the management system for energy (MSE) team with the approval of
management.

The management system for energy team shall include, as appropriate, representatives from
functional areas dealing with the selection, procurement, consumption, reliability, disposal, and
environmental impacts of fuels, water and energy systems. Representative areas may include but
are not limited to: purchasing, accounting, engineering, design, production, maintenance,
facilities management, environmental, and external service providers, as appropriate.

The energy coordinator, through the management system for energy team, shall plan and direct
energy management activities designed to support the organization’s energy policy and goals.

Responsibilities and authorities shall be defined and communicated in order to facilitate effective
energy management.

5.4 Strategic planning

Top management shall ensure the results of energy management planning are taken into account
in organizational strategic planning. The energy coordinator shall provide top management with
the energy information needed for strategic planning.

6 Energy management planning

6.1 Energy data management

The organization shall identify, collect, record and analyze the data necessary for energy
management planning and organizational strategic planning.

The data shall be used to measure performance against the energy goals, targets and baseline.

Energy data shall be readily available to the management system for energy team.

6.2 Energy profile

The organization shall establish, implement and maintain a documented procedure for
developing and maintaining an energy profile. The energy profile shall be consistent with the
defined scope of the management system for energy (MSE). The energy profile shall be updated
at defined intervals and made available for use in energy planning.

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The initial energy profile shall establish the energy baseline and shall include at least one year of
energy data. The energy baseline shall be recorded. Changes in energy performance shall be
measured against the energy baseline. Adjustments to the baseline shall be made only when
normalized key performance indicators no longer reflect organizational energy use.

The energy profile shall be recorded and shall include:

a) utility tracking,
b) energy assessment results,
c) significant energy uses,
d) key performance indicators,
e) external information,
f) production or service data,
g) relevant financial information, and
h) comparison to the energy baseline.

6.2.1 Utility tracking

Utility data shall be collected, analyzed and tracked. Utility data shall include, as appropriate:

a) utility bills, tariffs, and contracts,
b) sub-metered energy data,
c) utility interval data, and
d) other relevant energy or water data.

6.2.2 Energy assessments

Information on the current state of equipment, systems, and processes related to energy purchase,
use, reliability, storage and disposal shall be collected at defined intervals. This information shall
be analyzed and used in identifying significant energy uses and opportunities for energy
management projects.

6.2.3 Significant energy uses

The organization shall identify the facilities, equipment, processes, and personnel working on
behalf of the organization that significantly affect energy or water consumption, cost, or energy-
related or water related environmental impact. The method(s) for identifying these significant
energy uses shall be recorded. The significant energy uses shall be controlled to optimize and
maintain efficient operation (see section 7.3). The identified significant energy uses shall be
reviewed on a regular basis and the list of significant energy uses modified as operational and
facility changes occur.

6.2.4 Key performance indicators

Key performance indicators (KPIs) shall be developed and shall be regularly monitored to
measure the effectiveness of the management system for energy.

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6.2.5 External information

External information to be included in the energy profile shall include, as appropriate, energy
performance benchmark, climate data, tariffs, tax incentives, rebates, loan programs, alternate
suppliers, new technology, and forecasts of energy availability and cost.

6.3 Legal and other requirements

The organization shall establish, implement and maintain a documented procedure to determine
and keep up to date the legal and other requirements that relate to its primary and secondary
energy resources and associated equipment, systems and processes included within the scope of
the management system for energy.

6.4 Goals, targets and project planning

The management system for energy team shall establish measurable goals consistent with the
energy policy and the organizational strategic plan. In establishing and reviewing goals, the
management system for energy team shall consider the information contained in the energy
profile.

One or more measurable targets shall be established for each goal. Goals and targets shall be
documented.

One or more energy management projects shall be established for each target.

In the process of selecting goals, targets and energy management projects, the organization shall
consider:

a) finances,
b) alternative energy resources,
c) maintenance and infrastructure needs,
d) operational requirements and constraints,
e) quality and appropriateness of energy resources,
f) environmental impacts,
g) safety and health issues,
h) available human and technical resources, and
i) ability to measure improvement in energy performance.

The energy management projects shall have a suitable level of analysis, including:

a) before-project energy use,
b) projected energy and non-energy benefits,
c) identified means of verifying results, using standard measurement and verification protocols
where available,

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d) implementation and maintenance costs, which includes capital and equipment, labor,
operation, financing, risk, and measurement and verification, and
e) life-cycle costs.

Project plans shall be documented and kept up to date. The project plans shall include at a
minimum the identification of timeframe, resources and actions necessary to achieve the target.

7 Implementation and operation

7.1 Energy supply purchasing

The organization shall develop and maintain documented procedures to ensure that purchase of
energy is consistent with the energy policy, goals and targets.

7.1.1 Energy purchasing specifications

The organization shall define or agree to specifications in the following areas, as applicable:

a) energy quality,
b) availability,
c) capacity,
d) variation over specified time,
e) billing parameters, and
f) environmental impact.

The organization shall review and approve energy purchasing specifications (such as requests for
proposals, quotes or qualifications) for adequacy prior to release.

7.1.2 Evaluation of energy suppliers

Criteria for selection, evaluation and re-evaluation of energy suppliers shall be established. The
organization shall evaluate and select potential energy suppliers on the basis of their ability to
meet the organization’s specifications. The criteria shall be communicated to the potential
suppliers. Such criteria shall include supplier reliability and financial risk to the organization.
Records of the results of the evaluation and any necessary actions arising from the evaluation
shall be maintained.

7.1.3 Energy purchasing bids

The organization shall evaluate offers, tariffs, and bids as appropriate against the organization’s
energy purchasing specifications.

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7.1.4 Energy purchasing contracts

Energy purchasing contracts shall be reviewed for adequacy prior to approval, acceptance or
renewal. The contract performance of energy suppliers shall be evaluated periodically during the
contract period. Results of the evaluations shall be recorded.

7.2 Design and selection

Major systems impacting energy use shall be identified in the design for new facilities and major
modifications. Energy efficiency shall be considered in the design for major upgrades or
expansions. Decisions affecting energy design of major upgrades or expansions shall be
recorded. The energy profile shall be updated following major upgrades or expansions.

In the selection process for purchases of equipment and systems associated with the identified
significant energy uses, the organization shall consider:

a) the energy policy and goals,
b) energy efficiency,
c) operation and maintenance costs,
d) applicable legal and other requirements, and
e) other life cycle factors and costs.

When commissioning, re-commissioning or implementing Continuous Commissioning ®
of new and existing facilities, central energy plants, and individual energy systems, direct and
indirect costs and benefits shall be determined and recorded.

7.3 Control of equipment, systems and processes

The organization shall ensure control of equipment, systems and processes associated with the
identified significant energy uses. These controls shall include:

a) documented operational criteria that is reviewed and approved periodically,
b) the use of documented procedures, where their absence could adversely affect energy
purchase, storage, use, or disposal,
c) operation consistent with documented operational criteria
d) monitoring and measuring, and
e) appropriate maintenance to ensure continued or improved energy efficiency.

7.4 Energy management project implementation

The organization shall implement energy management projects as planned, including the
identified means of verifying results (see 6.4). Project implementation shall include changes to
relevant documentation and training as needed.

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Direct and indirect cost and benefit data shall be used to verify that planned performance and
savings of commissioning, re-commissioning, or Continuous Commissioning ®
are achieved.

7.5 Control of outsourced energy services

Where an organization chooses to outsource energy services, the organization shall ensure
control over these services. Requirements of this control shall be consistent with the energy
policy and goals and be documented within the management system for energy.

7.6 Communication

The organization shall establish processes for internal communication and shall ensure that
communication takes place among the various levels and functions of the organization regarding
energy data and energy performance

The organization shall decide whether to actively communicate with external interested parties
about the organization’s management system for energy and shall record its decision. If the
decision is to communicate with external interested parties, the organization shall establish and
implement (a) method(s) for communication.

7.7 Competence, training and awareness

Persons working for or on behalf of the organization and performing tasks associated with the
identified significant energy uses shall be competent based on education, training, skills, or
experience. Records of competency shall be maintained.

The organization shall identify and address the training needs of personnel performing activities
identified as significantly affecting energy or water. Records of training shall be maintained.

The organization shall ensure that employees are aware of the:

a) energy policy,
b) energy goals and targets and benefits of achieving them,
c) impacts of their work activities as related to significant energy uses, and
d) importance of conformance with management system for energy procedures.

8 Checking and evaluation

8.1 Monitoring and measurement

Management shall ensure the key characteristics of its operations that determing energy
performance are monitored and measured. Key characteristics include maintenance of the energy
profile, energy use of the identified significant energy uses, and effectiveness of the energy

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projects in achieving goals and targets. The results from monitoring and measurement of the key
characteristics shall be recorded.

8.2 Evaluation of legal compliance

The organization shall carry out periodic evaluations of compliance with legal requirements that
are relevant to the scope of the management system for energy and shall record the results.

8.3 Calibration

The organization shall ensure that calibrated or verified energy monitoring and measuring
equipment is used and maintained and shall retain associated records.

Note: See ISO 10012 for guidance.

8.4 Internal audits

The organization shall develop and maintain documented procedures for periodic internal audits
to be carried out, in order to:

a) determine whether or not the management system,
1) has been effectively implemented and maintained, and
2) conforms to this American National Standard and the requirements established by the
organization, and
b) provide information on the results of audits to management.

Internal audits shall be planned based on energy status and importance and the results of past
audits. Selection of auditors and conduct of audits shall ensure objectivity and impartiality of the
audit process. Auditors shall not audit their own work.

Internal auditing procedures shall be established, implemented and maintained that address:

a) the responsibilities and requirements for planning and conducting audits, reporting results
and retaining associated records
b) the determination of audit criteria, scope, frequency and methods

Results of internal audits shall be recorded and reported to appropriate personnel, who shall take
timely corrective action on audit nonconformities.

8.5 Corrective and preventive action

The organization shall establish, implement, and maintain documented procedures for dealing
with actual and potential nonconformities and for taking corrective action and preventive action.
The procedure(s) shall define the requirements for:

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a) identifying and correcting nonconformity(ies) and taking action(s) to prevent or mitigate
their energy consequences,
b) investigating nonconformities, determining their cause(s) and the need for actions, and taking
actions to avoid their reoccurrence,
c) evaluating the need for actions to prevent nonconformity(ies) and implementing appropriate
actions designed to avoid their occurrence,
d) recording the results of corrective action(s) and preventive action(s) taken,
e) reviewing the effectiveness of corrective action(s) and preventive action(s).

Actions taken shall be appropriate to the magnitude of the actual or potential problems and the
energy consequences encountered.

The organization shall ensure necessary changes are made to the management system for energy.

9 Management review

At intervals defined by the organization, top management shall review the performance of the
management system for energy for suitability, adequacy, and effectiveness. The energy
coordinator shall ensure the information necessary to these evaluations is collected and presented
to management. Top management shall consider its commitment to continual improvement in
decisions related to actions taken or to be taken. Records of management reviews shall be
maintained.

9.1 Review inputs

Input to the management review shall include:

a) results of management system audits, energy assessments and evaluations of legal
compliance,
b) performance of the management system for energy,
c) changes to key performance indicators,
d) extent to which goals and targets have been met,
e) status of corrective and preventive actions,
f) follow-up on action items from previous management reviews,
g) pertinent changes in the organizational or energy or water situation, and
h) recommendations for improvement.

9.2 Review outputs

Outputs from the management review shall include any decisions or actions related to:

a) possible changes to the energy policy,
b) changes in key performance indicators,

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MSE 2000:200x (Draft 04/01/08)
c) changes to goals or other elements of the management system for energy consistent with the
organization’s commitment to continual improvement, and
d) allocation of resources.

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Annex A
(Informative)
______________________________________________________________________

Annex A (Informative) Guidance on the implementation
of this Standard
4 Requirements

4.1 General
There is no additional guidance for this clause.

4.2 Documentation
The management system for energy requires a number of documents in the system in
order to demonstrate the expectations of the system. These include:

a) A policy statement
b) Goals and associated targets
c) Project plans for achieving the targets
d) Procedures required by the standard:

1. Document control (see 4.2.3),
2. Records control (see 4.2.4),
3. Energy profile (see 6.2),
4. Legal and other requirements (see 6.3),
5. Energy supply purchasing (see 7.1),
6. Internal audits (see 8.4),
7. Corrective and preventive action (see 8.5),
e) Additional documents the organization determines are necessary:
1. Effective planning,
2. Operation of significant energy processes and equipment,
3. Control of significant energy-related equipment, systems and processes,
4. Where the absence of procedures could adversely affect energy purchase,
storage, use or disposal (see 7.3).

The documents are to be established, implemented and maintained by the organization.
In establishing documents, the organization would follow their process for creating
documents. Implementing the document means that it is distributed to those who need
the document, they are made aware of the expectations identified in the document, and
they are prepared to demonstrate the requirements of the document. Maintaining the
document means that the document is used, kept up to date, and relevant to the current
conditions and functions of the organization. Documents can take any form including but
not limited to photographs, video, audio tapes, flow charts, computer screens, and written
paragraphs. The extent of documentation is typically related to one or more of the
following factors:

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Annex A
(Informative)
______________________________________________________________________

a) the complexity of the organization or activity,
b) size of the organization,
c) frequency of activity,
d) critical nature of the activity, and
e) level of training.

Records are used by the system to demonstrate conformity with the requirements. Where
documents provide expectations and are controlled, records demonstrate history and are
filed. The management system for energy requires the following records to be kept:

a) Energy profile (see 6.2),
b) Energy baseline (see 6.2)
c) Utility data (see 6.2.1)
d) Method used to identify significant energy uses (see 6.2.3)
e) Evaluation results for energy suppliers (see 7.1.2)
f) Evaluation results for energy purchasing contracts (see 7.1.4)
g) Decisions affecting energy design of major upgrades or expansions (see 7.2)
h) Direct and indirect costs and benefits for commissioning, re-commissioning or
Continuous Commissioning ® (see 7.2)
i) Competency (see 7.7)
j) Training (see 7.7)
k) Results from monitoring and measurement of key characteristics (see 8.1)
l) Compliance evaluations (see 8.2)
m) Calibration (see 8.3)
n) Internal audits (see 8.4)
o) Corrective actions (see 8.5)
p) Preventive actions (see 8.5)
q) Management review (see 9.0)

4.2.1 General

4.2.2 Energy Manual

4.2.3 Control of Documents

4.2.4 Control of Records

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Annex A
(Informative)
______________________________________________________________________
5 Management responsibility
5.1 Management Commitment
Top management sets the direction for the organization by defining goals, objectives and
values. Hence, it is imperative that persons at the highest level be committed to the
success of the management system. Depending on how the scope is defined and the
organization is structured; a range of individuals could qualify as top management. In any
case, a top manager should be someone responsible for making decisions about the
organization’s future direction and core values and with the authority to set
organizational priorities.

Top management’s commitment to the management system for energy results in the
provision of adequate resources to implement and operate it. Resources include human
resources, technical skills and technology, specialized skills, financial resources and
outsourced energy services.

5.2 Energy Policy
The energy policy is top management’s statement of the organization’s commitments to
energy management (including legal compliance), continual improvement and improved
energy performance. As such, it is the driver for implementing, improving and sustaining
the management system for energy. The commitments of the energy policy are
demonstrated and achieved through the processes and actions of the management system
for energy. The energy policy is an official and publicly available statement of the
organization’s commitments. The policy may include additional commitments such as
alternative energy sources, reduced energy-related environmental impacts and renewable
energy. The policy is typically a brief statement that members of the organization can
readily understand and apply to their work activities.

5.3 Responsibility and authority
Roles, responsibilities, and authority are typically defined through organizational charts,
job descriptions, procedures, work instructions and training. Depending on the
organizational structure and management system scope, the energy coordinator(s) may
need to have management, organizational, planning, technical and specific engineering
skills. The term ―coordinator‖ is not meant to represent a specific positional title, but
reflects the core activity of the position; in other words, coordination across all functional
areas of the organization and with service providers working on behalf of the
organization.

A team of individuals is appointed to assist the energy coordinator with assigned duties.
Since energy interacts with various functional areas within the organization, the energy
team should be comprised of personnel from different departments. Because
organizations are structured differently, the departments represented on the energy team
can vary.

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Annex A
(Informative)
______________________________________________________________________

5.4 Strategic Planning
Information should flow in both directions between strategic planning and energy
management. Energy management planning should embrace the organization’s strategic
objectives and, likewise, the results of energy management planning should be important
inputs to the strategic plan. In taking these results into account, the organization should
document and maintain records of decisions made concerning energy considerations in
the strategic planning process. Financial information, legal considerations, design
guidelines, energy resources, and technology choices can reinforce the connection
between these two areas. Similarly, during management review, energy management and
energy performance can be compared to the organization’s strategic plan.


6.2 Energy profile
The energy profile compiles the organizational data related to the scope of the energy
management system. The profile is intended to integrate energy specific data with
production and financial information and should be used to determine key performance
indicators. The profile should reveal trends, anomalies, price signals, and energy and
cost allocations which provide insight on energy’s impact on the operation.

Organizations experience seasonal variations in output and environmental factors,so at
least one year of data is used to generate the profile. The initial profile (energy baseline)
serves as the starting point against which future improvements are measured. Significant
organizational changes that affect the validity of the key performance indicators (KPI)
may be reasons to adjust (change) the baseline. These may include changes in

a) product mix,
b) production levels,
c) operating schedule,
d) facility infrastructure,
e) equipment and systems and
f) new energy resources.

As an example, a major building addition to a school, hospital, manufacturing plant, or
office building that is functionally different than the existing buildings would affect total
energy consumption and impact the KPI. Positive organizational energy performance is
demonstrated by decreasing energy intensity which is reflected in a downward trend in
the KPI(s).

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Annex A
(Informative)
______________________________________________________________________
Tracking of utility data is the regular collection and analysis of consumption and cost of
primary and secondary energy resources, and water. Important components of utility
tracking include unit, average and marginal costs, demand and interval data. There are
many software tools available that can assist with this activity. These tools exhibit a wide
range of applicability and should be chosen based on suitability to the scope of the
organization (e.g. single facility vs. multiple facilities). It is important that the reporting
capabilities of the tools meet the need of the different levels of the organization. These
tools should also present data and information in charts, graphs, tables, and other formats
which aid in the analysis.

Energy assessments are a critical element of the energy management planning process
used to establish performance, schedule and operating conditions of equipment, systems
and processes related to energy. Because equipment and conditions change, assessments
are conducted as needed or at regular intervals.

The type of assessment conducted depends on the information requirements of the
organization and scope of the management system. At least three types of facility energy
assessments can be performed, walk-through (Level I), diagnostic (Level II) and
investment grade (Level III). Higher level assessments provide more detailed
information but at added cost. The scope of the assessment can cover the entire
organization or focus on a system or individual equipment. The output from the facility
assessment can be tailored to the needs of the energy management planning process.

To optimize the energy savings, assessments of energy systems should take into account
the interaction of all the equipment associated with an energy system. Protocols for
conducting system assessments on boilers, air compressors, process heaters, pumps and
fans are available to guide the data collection, analysis, and reporting process.

Methods should be defined to determine significant energy uses at the organizational
level. The methods employed to identify significant uses should be recorded for future
reference. An organization could employ any of the following techniques;

a) energy balance,
b) pareto analysis,
c) risk analysis,
d) ranking systems (e.g. bubble up bubble down)
e) cost priorities, or
f) other approaches.

Significant uses are identified to focus resources on organizational priorities. Significant
uses could consist of a building or facility, piece of equipment or production process.

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Annex A
(Informative)
______________________________________________________________________
Because operators influence energy usage, the facility, equipment or process operator(s)
may also be included in the list of significant uses.

Since facilities, equipment and processes are subject to change, the significant energy
uses list should be reviewed regularly and modified to reflect any changes.

The concept of a key performance indicator can be used to compare organizational
performance at different points in time because properly selected indexes are not affected
by routine changes in production output and operating schedule. The organization can
develop additional KPIs that measure any accepted dimension of organizational
performance. KPIs should be made relevant for different functions and levels in the
organization. For top management, KPIs are typically translated to relate cost impacts
and to support strategic goals.

Normalized KPIs measure energy intensity over time and the formula should not be
changed or renormalized often. Statistical tools should be utilized to measure the
correlation of potential variables’ effect on the KPI. Typical variables may include
weather conditions, occupancy, raw material or energy resource quality, and others.
Where a high correlation as well as a cause and effect relationship exists, the variable
should be included in the KPI normalization calculation. Trends in the KPI should
measure continual improvement of the management system for energy and as such should
be stable over many years of operation. Consideration of KPI trends that show poor
performance may be included in the preventive action process.

Information other than organizational energy, production and financial data is often used
as input to the energy management plan. Identification and acquisition of required
external information is left to the organization. Available external benchmarks of similar
organizations can be used to measure performance.

The organization may have legal and other requirements associated with energy and
water use. Legal obligations could include international, national, tribal, state, provincial
or local regulations. An organization’s legal department, retained legal counsel, or
regulatory staff could be an invaluable resource to identify relevant legal requirements,

6.4 Goals, targets and project planning
At the core of MSE is a planning hierarchy and a data driven approach which is presented
in Figure 6-1. The planning hierarchy should be aligned with the organization’s strategic
plan for the management system to function properly and have the impact desired by top
management and the organization’s strategic plan. The organizational data compiled
under the requirements of Sections 6.1 Energy data management and 6.2 Energy profile
is intended to generate the goals, targets and project plans.

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Annex A
(Informative)
______________________________________________________________________

Energy Policy Organization
Strategic
Goals Plan

Targets

Energy
Projects

Information Planning
Flow Decision
Flow

Figure 6-1 MSE Planning Hierarchy

As the diagram shows, planning decisions flow from the top down. From the energy
policy flow the goals, targets and energy projects which should logically follow from
each other. Conversely, information flow is upward. Project information contributes to
reassessment of targets, goals, and the strategic plan.

Energy projects are shown at the bottom of the planning hierarchy. Energy management
projects may include purchasing, operation, maintenance, capital improvement, or other
categories. Projects are the primary method to achieve continual improvement including
energy performance. In the MSE framework, a broad definition of projects is used.
Projects can include simple best practices like turning off lights in unoccupied areas,
programs like compressed air leak reduction which are on-going and repeated at
scheduled intervals as well as capital projects which may involve the replacement of old
equipment with a new, more efficient substitute. Programs naturally follow from projects
that are considered successful and are repeated at regular intervals in order to maintain
the results.

Like projects, targets have defined schedules for completion and should demonstrate
measurable movement toward achieving a goal. Since targets have measurable results
they should have a sufficient number of specific projects associated with them to achieve
the planned results. Targets are often expressed in percentage improvement in cost or
consumption or in terms of improvement in the value of the KPI.

Typically, targets are more specific than goals, and are often associated with specific
equipment, systems, or processes within the scope (e.g. such as compressed air or steam).
Like projects, targets have measurable results and defined completion dates. For
example, reduce compressed air system consumption 20% by year-end would be a
plausible target.

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Annex A
(Informative)
______________________________________________________________________
7 Implementation and operation

7.1 Energy supply purchasing
ANSI/MSE 2000:2008 is designed to help organizations control energy cost as well as
manage energy use. It focuses on both the supply and demand side of energy
management. This dual focus promotes organizational communication that facilitates
optimization of energy management, which is particularly important when organizations
face multiple supply options.

An organization may be able to purchase energy from multiple suppliers. In addition,
each supplier may have multiple rates or tariffs that are applicable for an organization’s
sector or classification. For deregulated marketplaces, energy supply options may be
quite complex requiring ongoing attention. These complexities can include hourly price
fluctuations, interruptible supply, base loads versus swing loads, force majeure
requirements, regional and local delivery options, and volatile energy marketplace
dynamics, among others. A risk management analysis should be conducted, when
appropriate, before energy supply bids and contracts are released.

For organizations with energy supply specialists, regular communication should occur
with those managing energy-efficiency activities and projects (i.e. demand-side
activities). This communication should accomplish several goals;
Potential changes to load profile are tested against current rate structures,
Optional tariffs are tested against current load profile,
Energy supply criteria are updated when changes occur,
Price signals embedded in rates and tariffs are understood by the whole energy
management team,
Energy quality issues are discussed and alleviated, and
Barriers are broken down between organizational silos.

The emerging market for green energy has introduced additional complications to energy
supply. Interaction between supply-side and demand-side experts could lead to broader
examination and discussion of this complex subject and its issues and could result in
actions that support the policy and goals of the management system of energy.

For some organizations, the energy supplier may be internal, yet beyond the authority of
the local plant or facility. For example, the scope or fence line of the management
system could be a single plant that is dependent on a corporate purchasing group for one
or more of its fuel supplies. The local plant or facility should manage this as a
purchasing process and treat the corporate purchasing group as a supplier.

7.1.1 Energy purchasing specifications

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Annex A
(Informative)
______________________________________________________________________


7.2 Design and selection
When designing new facilities or major modifications, an organization should consider
best available technologies and technology trends. This promotes greater awareness of
technology options and can move the organization toward more innovative and energy
efficient designs.

In the design and selection process, organizations should consider using formal
guidelines for environmentally preferable purchasing available from a variety of sources,
including government agencies and non-governmental organizations. Many of these
sources also offer green purchasing recommendations as well as tools for performing
cost/benefit analyses.

Because of the complexity of many energy systems, commissioning of new designs and
upgrades should be considered to ensure that design performance is achieved. The extent
of commissioning should be in proportion to the expected return on the investment.

7.3 Control of equipment, systems and processes
An organization should evaluate the operation of significant equipment, systems and
processes to ensure they meet performance criteria. Best practice recommendations for
performance criteria can be obtained from vendors, trade associations, energy
organizations, and others. Elements of equipment, systems and process controls that
should be evaluated include:
operational parameters such as temperature, pressure, residence time, humidity,
etc.,
maintenance factors that influence energy consumption such as lubrication, filters,
inspection methods and intervals, and
operating schedules, including start-up and shut down conditions.

The purpose of operational controls is to bring significant energy uses into efficient and
sustainable operation. As the initial significant uses are brought under control,
operational control can be extended to other equipment and systems. Eventually as the
management system matures, all equipment, systems and process could be governed by
appropriate operational controls.

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Annex A
(Informative)
______________________________________________________________________
7.4 Energy management project implementation
During project implementation, the project plan is updated or revised to reflect changing
conditions. As conditions change, activities, resources, and timeframes are adjusted in
the project plan. This may lead the organization to revise the energy targets and goals.

An integral part of successful energy management projects is the inclusion of appropriate
measurement and verification (M&V). There are several M&V protocols available to
provide specifications and guidance. The International Performance Measurement and
Verification Protocol (IPMVP) presents widely accepted strategies to verify the results of
projects. This protocol allows partial measurement of operating parameters if some
parameters are invariant and measurement is unnecessary. The costs of measurement and
verification should be balanced against the savings that are expected. Although computer
simulation is allowed by the protocol, it should be applied cautiously and only when
other methods will not generate necessary results.

Additional training and revised documentation may result from project activities. In
many cases, a project may lead to revised operating criteria and maintenance practices
which would require changes to process control and maintenance procedures, as well as
retraining of operators.

7.5 Control of outsourced energy service

7.6 Communication

7.7 Competence, training, and awareness

8 Checking and evaluation

8.1 Monitoring and measurement
Verifying the performance of the management system is a critical requirement. As such,
those factors that determine the system performance must bear extra scrutiny through
monitoring and measurement. For the Energy Profile, simple inspection and checking
may suffice to verify operational success. For significant energy uses, monitoring and
measurement can take several forms; it may or may not require sub-metering. Regular
point measurements could suffice. Or, analysis from indirect measurements may verify
that significant energy uses are being operated and maintained as expected. It is
anticipated that many organizations will analyze the cost to obtain suitable measurement
accuracy and justify the means utilized.

Typically, an organization will implement multiple energy projects on a regular basis.
Besides verifying the results of each project as required in Section 7.4, a broader analysis

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Annex A
(Informative)
______________________________________________________________________
will determine if the projects are meeting the goals and targets of the management system
for energy.


8.3 Calibration

8.4 Internal Audits

8.5 Corrective and preventive action

9 Management Review
As the key element of ―Act‖ within the ―Plan-Do-Check-Act‖ continual improvement
framework, management review should be a dynamic process of reviews, decisions and
actions designed to ensure the continuing suitability, adequacy and effectiveness of the
management system for energy. The organization decides the intervals at which
management reviews are conducted. The reviews should be done at a frequency within
which corrective actions can be taken and appropriate adjustments to the system made.
Management review should not be a look into the rearview mirror to see where the
organization has been, but an active process that helps steer a better course for the
organization and its management system for energy.

9.1 Review inputs

9.2 Review outputs

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MSE 2000:200x (Draft 04/01/08)
Annex B
(Informative)

Annex B (Informative) Sample Energy Profiles

Figure B-1: Utility Summary with Financial Information

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Annex B
(Informative)

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MSE 2000:200x (Draft 04/01/08)
Annex B
(Informative)

Figure B-2: Example Utility Tracking

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Annex B
(Informative)

FIGURE B-3: Example Utility Tracking, Electricity Account

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Annex B
(Informative)

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Annex B
(Informative)

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MSE 2000:200x (Draft 04/01/08)
Annex B
(Informative)

Figure B-4: Utility Tracking, Natural Gas Account

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Annex B
(Informative)

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Annex B
(Informative)

36

MSE 2000:200x (Draft 04/01/08)
Annex B
(Informative)

Figure B-5: Significant Use Discovery through Energy Balance

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Annex B
(Informative)

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MSE 2000:200x (Draft 03/26/08)
Annex D
(Informative)

Figure B-6: KPI Comparison

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MSE 2000:200x (Draft 03/26/08)
Annex D
(Informative)

Figure B-7: Emissions Report

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MSE 2000:200x (Draft 03/26/08)
Annex D
(Informative)

41

Annex C
(Informative)

Annex C (Informative)
Relationship between ANSI/MSE 2000: 2005 and MSE 2000: 2008

Annex C presents a direct comparison between ANSI/MSE 2000:2005 and the revised
standard, MSE 2000: 200x (10/05/07).
Table C.1 lists the common requirements between ANSI/MSE 2000:2005 and MSE
2000:2008 and new requirements.
Table C.2 maps the revised standard with emphasis on new or significantly different
requirements by highlighting the requirement in yellow.

Table C.1: Comparison between ANSI/MSE 2000:2005 and MSE 2000:2008

ANSI/MSE 2000:2005 ANSI/MSE 2000:2008
Management System for Energy 4.0 4 Management System for Energy
(title only) Requirements (title only)
General Requirements 4.1 4.1 General requirements
Documentation Requirements 4.2 4.2 Documentation requirements
(title only) (title only)
General Requirements 4.2.1 4.2.1 General requirements
Energy Manual 4.2.2 4.2.2 Energy manual
Control of Documents 4.2.3 4.2.3 Control of documents
Recordkeeping Requirements 4.3 4.2.4 Control of records
Management Responsibility (title 5.0 5 Management responsibility (title
only) only)
Management Commitment 5.1 5.1 Management commitment
Energy Policy 5.2 5.2 Energy policy
Strategic Planning 5.3 5.4 Strategic planning
Responsibility and Authority 5.4 5.3 Responsibility and authority
Energy Management Planning 6.0 6 Energy management planning
Energy Profile 6.1 6.2 Energy profile
Utility Tracking 6.1.1 6.2.1 Utility tracking
Significant Energy Users 6.1.2 6.2.3 Significant energy uses
Key Performance Indicators 6.1.3 6.2.4 Key performance indicators
External Information 6.2 6.2.5 External information
Energy Assessment 6.3 6.2.2 Energy assessments
Goals and Targets 6.4 6.4 Goals, targets, and project
planning
Implementation and Operation 7.0 7 Implementation and operation
Purchasing 7.1 7.1 Energy supply purchasing

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Annex C
(Informative)

ANSI/MSE 2000:2005 ANSI/MSE 2000:2008
Energy Supply 7.1.1 7.1.1 Energy purchasing specifications
Energy Equipment and Systems 7.1.2 7.2 Design and selection
Facility, Equipment, and Process 7.2
Control (title only)
Commissioning, Re- 7.2.1
commissioning, and Continuous
CommissioningSM
Control of Equipment and 7.2.2 7.3 Control of equipment, systems
Processes and processes
Energy Management Projects 7.3
(title only)
Purpose 7.3.1
Project Selection 7.3.2
Project Implementation 7.3.3 7.4 Energy management project
implementation
Control of Outsourced Energy 7.4 7.5 Control of outsourced energy
Services services
Communication 7.5 7.6 Communication
Training, Competence, and 7.6 7.7 Competence, training, and
Awareness awareness
Checking and Evaluation (title 8.0 8 Checking and evaluation
only)
Energy Monitoring and 8.1
Measuring (title only)
Energy Monitoring 8.1.1 8.1 Monitoring and measurement
Energy Measurement and 8.1.2
Verification
Calibration 8.1.3 8.3 Calibration
Internal MSE Audits 8.2 8.4 Internal audits
Corrective and Preventative 8.3 8.5 Corrective and preventative
Action action
Corrective Action 8.3.1
Preventative Action 8.3.2
Management Review 9.0 9 Management review
9.1 Review inputs
9.2 Review outputs

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Annex C
(Informative)

Table C.2: Map of Changes in Requirements of MSE 2000:200

MSE 2000:2008 Relationship to
Requirements ANSI/MSE 2000:2005 Requirements
4 Management System for Energy Title only
Requirements (title only)
4.1 General Requirements No change
4.2 Documentation Requirements Renumbered
(title only)
4.2.1 General Requirements Renumbered, reordered for clarification, and added
plans to meet targets
4.2.2 Energy Manual No change
4.2.3 Control of Documents Reordered, clarified items
4.2.4 Control of Records Title changed, renumbered, clarified requirements
5 Management Responsibility No change
(title only)
5.1 Management Commitment Clarified, added reference to sections of the standard
5.2 Energy Policy Clarified, reordered
5.3 Responsibility and Authority Renumbered, added reference to key performance
indicators
5.4 Strategic Planning Renumbered
6 Energy Management Planning No change
(title only)
6.1 Energy Data Management New section. Specified data uses and records
6.2 Energy Profile Clarified and reordered
6.2.1 Utility Tracking Simplified
6.2.2 Energy Assessments Renumbered, require analysis of assessment, added
reliability of energy
6.2.3 Significant Energy Uses Reordered, added requirement to record
methodology for identifying, control for efficient
operation and review on a regular basis
6.2.4 Key Performance Indicators Added regular monitoring, moved note to
implementation annex
6.2.5 External Information Renumbered, clarified
6.3 Legal and other requirements New planning requirement
6.4 Goals, Targets, and Project Changed title, clarified, reorganized removed
Planning differentiation for new facilities and major
modifications
7 Implementation and Operation No change
(title only)
7.1 Energy Supply Purchasing Moved notes to implementation annex, reordered,
clarified
7.1.1 Energy Purchasing Clarified
Specifications

44

Annex C
(Informative)

MSE 2000:2008 Relationship to
Requirements ANSI/MSE 2000:2005 Requirements
7.1.2 Evaluation of Energy Suppliers Renumbered, require criteria for selection
7.1.3 Energy Purchasing Bids Renumbered
7.1.4 Energy Purchasing Contracts Renumbered
7.2 Design and Selection Was Energy Equipment and Systems, reordered for
clarification, included commissioning requirements
which was in 7.2.1
7.3 Control of equipment, systems Renumbered, renamed, change from procedures to
and processes documented criteria
7.4 Energy Management Project Removed Energy Management Project Purpose
Implementation (7.3.1). Project Selection relocated to 7.2.
7.5 Control of Outsourced Energy Renumbered
Services
7.6 Communication Renumbered, added communication among various
levels and functions
7.7 Competence, Training, and Renamed and numbered, tabulated awareness
Awareness requirement
8 Checking and Evaluation
8.1 Monitoring and measurement Renumbered, addresses key characteristics
Commission moved to project implementation
8.2 Evaluation of legal compliance New requirement not previously addressed in
MSE2000:2005. This is the checking portion of the
Legal and other requirements.
8.3 Calibration Clarified and added ISO 10012 reference
8.4 Internal Audits Renumbered, insert breakout list to address internal
auditing procedures.
8.5 Corrective and Preventative Combined corrective and preventative actions into
Action one section.
9 Management Review Separated input and output requirements for
management review for clarity
9.1 Review Inputs New breakout
9.2 Review Outputs New breakout

45

MSE 2000:200x (Draft 04/01/08)
Annex D
(Informative)

Annex D (Informative)
Relationship between MSE 2000: 2008 and ISO 14001:2004
Relationship between MSE 2000:2008 and ISO 9001:2000
Annex D will present two tables of broad correspondence between the requirements of
MSE 2000:2008 and the two most common management system standards. The first
table D.1 compares MSE 2000:2008, A Management System for Energy, and ISO 14001:
2004, Environmental Management Systems—Requirements with guidance for use.
The second table D.2 compares MSE 2000:2008, A Management System for energy , and
ISO 9001:2000, Quality Management Systems –Requirements.
These tables of correspondence reflect the compatibility of the management systems.
Their use will assist organizations that desire to integrate or use the Management System
for Energy with one of the other management system standards. Only the most direct
correspondences are presented.

Table D.1: Correspondence between MSE 2000: 2008 and ISO 14001: 2004

ANSI/MSE ISO
Criteria Criteria
2000:2008 14001:2004
Management System For Environmental management
4 4
Energy system requirements
4.1 General requirements 4.1 General requirements
4.2 Documentation requirements
4.2.1 General requirements 4.4.4 Documentation
4.2.2 Energy manual 4.4.4 Documentation
4.2.3 Control of documents 4.4.5 Control of documents
4.2.4 Control of records 4.54 Records
5.0 Management responsibility
5.1 Management Commitment
5.2 Energy policy 4.2 Policy
Resources, roles,
5.3 Responsibility and authority 4.4.1
responsibility, and authority
6 Energy management planning 4.3 Planning
6.2 Energy profile 4.3.1 Environmental Aspects

46

MSE 2000:200x (Draft 04/01/08)
Annex D
(Informative)

ANSI/MSE ISO
Criteria Criteria
2000:2008 14001:2004
6.3 Legal and other requirements 4.3.2 Legal and other requirements
Goals, targets and project Objectives, targets and
6.4 4.3.3
planning programme(s)
7 Implementation and operation 4.4 Implementation and operation
7.1 Energy supply purchasing 4.4.6 Operational control
Energy purchasing
7.1.1 4.4.6 Operational control
specifications
7.2 Design and selection 4.3.1 (a) Environmental aspects
Control of equipment and
7.3 4.4.6 Operational control
process
Control of equipment, systems
7.3 4.4.6 Operational control
and process
Energy management project
7.4
implementation
Energy management project
7.4
implementation
Control of outsourced energy
7.5
services
7.6 Communication 4.4.3 Communication
7.6 Communication 4.4.3 Communication
Competence, training and Competence, training, and
7.7 4.4.2
awareness awareness
Competence, training and Competence, training, and
7.7 4.4.2
awareness awareness

47

MSE 2000:200x (Draft 04/01/08)
Annex D
(Informative)

ANSI/MSE ISO
Criteria Criteria
2000:2008 14001:2004
Emergency preparedness and
4.4.7
response
8 Checking and evaluation 4.5 Checking
8.1 Energy monitoring 4.5.1 Monitoring and measurement
8.2 Evaluation of legal compliance 4.5.2 Evaluation of compliance
4.5.1
8.3 Calibration Monitoring and measurement
2nd paragraph
8.4 Internal audits 4.5.5 Internal Audit
Corrective and preventive Nonconformity, corrective,
8.5 4.5.3
action and preventive action
Corrective and preventive
8.5
action
8.5 4.5.3
8.5 4.5.3
9 Management review 4.6 Management Review
9.1 Review inputs 4.6 Management Review
9.2 Review outputs 4.6 Management Review

48

MSE 2000:200x (Draft 04/01/08)
Annex D
(Informative)

Table D.2: Correspondence between MSE 2000:2008 and ISO 9001:2000

ANSI/MSE
Criteria ISO 9001:2000 Criteria
2000:2008
Management System For
4 4 Quality management system
Energy
4.1 General requirements 4.1 General requirements
4.2 Documentation requirements 4.2 Documentation requirements
4.2.1 General requirements 4.2.1 General
4.2.2 Energy manual 4.2.2 Quality manual
4.2.3 Control of documents 4.2.3 Control of documents
4.2.4 Control of records 4.2.4 Control of records
5.0 Management responsibility 5 Management responsibility
5.1 Management Commitment 5.5.1 Management Commitment
5.2 Customer Focus
5.2 Energy policy 5.3 Quality policy
Responsibility, authority, and
5.5
communication
5.3 Responsibility and authority 5.5.1 Responsibility, and authority
5.5.2 Management representative
6 Resource management
6.1 Provision of resources
Quality management system
5.4.2
planning
6.3 Infrastructure
6.4 Work environment
6.2 Energy profile

49

MSE 2008

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