Textile Industry PDF

EUROPE INTELLIGENT
ENERGY PROGRAM
EMS-Textile Project: Promotion of Energy

Management Practices in the Textile Industries of
Greece, Portugal, Spain and Bulgaria
ENERGY MANAGEMENT GUIDELINES
Implementation Bodies
SIGMA Consultants (GR)
Hellenic Fashion Industry Association (GR)
CITEVE - Centro Tecnológico Das Indústrias Textil e do Vestuário (PT)
AITEX - Instituto Tecnológico Textil (ES)
Black Sea Regional Energy Centre (BG)
Bulgarian Association of Apparel &Textile Producers & Exporters (BG)
August 2005
Europe Intelligent Energy Program EMS – Textile Project
Energy Management Guidelines Contents
Energy Management Guidelines Contents ......................................................1

1 Introduction ...............................................................................................4
2 EMS – Textile Contacts ............................................................................6
3 Energy Management Standard .................................................................7
3.1 Scope ................................................................................................7
3.2 Normative References .......................................................................8
3.3 Definitions .........................................................................................8
3.4 Energy Management System Requirements .................................10
4 Energy Management Overview...............................................................16
4.1 Energy Audit ....................................................................................16
4.2 Energy Policy...................................................................................16
4.3 Action Plan ......................................................................................16
4.4 Structure and Responsibility ............................................................16
4.5 Motivating ........................................................................................16
4.6 Training............................................................................................17
4.7 Monitoring and Targeting.................................................................17
4.8 Reporting and Communication ........................................................17
4.9 Management Review .......................................................................17
5 Energy Audit ...........................................................................................18
5.1 Context ............................................................................................18
5.2 Energy Audit Types .........................................................................18
5.3 Data Collection ................................................................................19
5.4 Energy Flow Chart...........................................................................20
5.5 Audit Results ...................................................................................21
6 Energy Policy..........................................................................................22
6.1 Context ............................................................................................22
6.2 Energy Policy Development.............................................................22
6.3 Good Practices ................................................................................22
7 Action Plan..............................................................................................24
7.1 Context ............................................................................................24
Energy Management Guidelines 1

7.2 Action Plan Preparation ...................................................................24

7.3 Basic Steps......................................................................................25
7.4 Good Practices ................................................................................25
8 Structure and Responsibility ...................................................................27
8.1 Context ............................................................................................27
8.2 Energy Manager ..............................................................................27
8.3 Key Functions..................................................................................28
8.4 Selection Criteria .............................................................................28
8.5 Successful Energy Manager............................................................29
8.6 Implementation Team ......................................................................30
8.7 Outsourcing Energy Management ...................................................30
9 Personnel Motivation ..............................................................................31
9.1 Context ............................................................................................31
9.2 Good Practices ................................................................................31
9.3 Motivation Principles........................................................................32
9.4 Three Dimensions ...........................................................................33
9.5 Good Practices ................................................................................34
9.6 Motivation Drivers ............................................................................34
10 Personnel Training ..............................................................................36
10.1 Context ............................................................................................36
10.2 Different Roles.................................................................................36
10.3 Training Types ............................................................................37
10.4 Training Needs Determination .......................................................38
10.5 Training Matrix ............................................................................39
10.6 Training Methods ........................................................................40
11 Monitoring and Targeting ....................................................................41
11.1 Context ........................................................................................41
11.2 M&T Elements.............................................................................41
11.3 Benchmarking .............................................................................42
11.4 M&T Basic Charts............................................................................43
11.5 Energy Use vs. Production Chart ...............................................43

11.6 Specific Energy Consumption vs. Production Chart ..................46

11.7 Using Energy Information for Process Control.................................47
11.8 CUSUM Chart..................................................................................47
11.9 Tracking Changes .......................................................................50
11.10 Evaluating Impacts......................................................................50
11.11 Control Chart ...............................................................................51
11.12 Taking M&T Further ....................................................................54
12 Reporting and Communication............................................................55
12.1 Context ........................................................................................55
12.2 Audience Identification................................................................55
12.3 Information Targeting..................................................................55
13 Energy Management Review ..............................................................57
13.1 Context ........................................................................................57
13.2 Energy Management Matrix........................................................57
13.3 Action Plan Review .....................................................................60
13.4 Management Review Results .....................................................61
14 Reference............................................................................................62

1 Introduction
These Energy Management Guidelines were created in the framework of
the EMS-Textile project about the promotion of Energy Management
practices in the textile industries of Greece, Portugal, Spain and Bulgaria. The
project is co-financed 50% by the European Commission via the Europe
Intelligent Energy program according to the EIE/04/113/S07.38648 Grand
Agreement. EMS-TEXTILE commenced at January 2005, has 30 months
duration and a total budget of 650,000 €. The project intends to promote and
introduce energy management practices primarily in the textile industries of
Greece, Portugal, Spain and Bulgaria.
The proposed Energy Management Standard is suitable for typical Southern
European companies and for all SMEs in general. Many Southern European
companies have less than 20 people personnel and most of them less than
100 employees. These companies are considered small by EU standards but
are actually of the medium category in the participating countries.
The standard can be adjusted to the current and future needs of each
company. The project is focused on the textile industries of the participating
countries but dissemination actions will target also other industrial sectors and
states of Europe. Later during the project, specific energy efficiency practices
for the textile sector will be introduced.
The first section of the guide contains the Energy Management Standard. The
second section contains guidance for its implementation. The guidelines do
not provide specific step by step instructions for every clause of the standard
but highlight the most important parts of energy management and present
respective good practices. These practices were selected from other relative
guides and tailored to the needs and characteristics of Southern European
SMEs.
Energy Management has three axes: Information, Involvement and
Investment. This guide deals with the first two; the third will be addressed
with another guide for energy efficiency practices for the textile sector. The
presented guidelines are not the only way of addressing the EMS-Textile
Energy Management Standard, but it is a recommended approach by the
EMS-Textile project team.
The EMS-Textile project is elaborated in partnership of SIGMA Consultants,
the Hellenic Fashion Industry Association, the CITEVE Technological Centre
of Portugal, the AITEX Textile Research Centre of Spain, the Bulgarian
Association of Apparel and Textile Producers and Exporters and the Black
Sea Regional Energy Centre.
In order to develop a suitable and efficient energy management system
relative accumulated know how was collected and exploited. For this reason

all partners conducted their research and shared their findings and views with
the others. Successful energy management practices from the entire world
were examined and assessed according to their methodology and applicability
for the conditions of the textile companies of the participating countries.
Furthermore following the recommendation of the European Commission,
views and experiences were exchanged between the EMS-Textile and the
BESS project, about the development and promotion of interactive tools, for
the wide spread application of benchmarking and energy management in
order to improve energy efficiency in industrial Small and Medium size
Enterprises with particular focus on the food & drink industries. Both projects
are similar and this collaboration significantly improves the validity and the
quality of their results.
The next project activities are the development of a specialized energy audit
methodology for the textile sector based on existing good, general energy
audit practices. A data base with energy consumptions of the textile sector will
be created for the benchmarking evaluation of the textile companies. Specific
energy efficiency good practices will be proposed for the energy consuming
textile activities, considering the existing conditions and the accumulated
know how on EU level. Textile Energy Offices (TEOs) will be established in
Greece, Portugal, Spain and Bulgaria. They will disseminate the outcomes of
the project and provide technical consulting support to the interested
enterprises. A web site will be created with the project’s deliverables and with
links to useful information sources and contacts. Four introductive workshops
one in every participating country will be conducted.
Key actors from all the participating countries of the sector will form the
Energy Efficiency Network (EEN), which will be the critical mass for the
project dissemination. Comprehensive training material for energy
management and energy efficiency practices will be developed. Training
seminars will be conducted, in every participating country. Pilot applications of
the proposed Energy Management System will take place.
Finally a Good Practice Guide will be compiled, exploiting the accumulated
knowledge from the project execution. An Action Plan for the future operation
of the Textile Energy Offices will be developed. All the important project
actions, outcomes and deliverables will be disseminated via the: project web
page, article publications in newspapers and special magazines, leaflet
distributions, and workshops. Presentations will be made in environmental
conferences and textile exhibitions. The Good Practice Guide will be also
disseminated to the OPET network and to EURATEX and IAF, in order to
achieve European coverage.

2 EMS – Textile Contacts

For more project information you can contact one of the participating bodies:
SIGMA Consultants (GR) – Beneficiary
Coordinator: Ioannis Ioannidis
2 P. Ioakeim Str. 546 22 Thessaloniki, Hellas
Tel: +30 2310 286920, Fax: +30 2310 286612
E-mail: I.Ioannidis@sigmaconsultants.gr
Hellenic Fashion Industry Association (GR)

Contact Person: Theofilos Aslanidis
18a Ermou Str. 546 24 Thessaloniki, Hellas
Tel: + 30 2310 257075, Fax: +30 2310 257076
E-mail: aslanidis@greekfashion.gr
CITEVE - Centro Tecnológico Das Indústrias Têxtil e do Vestuário (PT)

Contact Person: Eugenia Coelho
Rua Fernando Mesquita 2785, Quinta da Maia
Villa Nova de Famaliacao, 4760 034, Portugal
Tel: +351 252 300 385, Fax: +351 252 300 317
E-mail: ecoelho@citeve.pt
AITEX - Instituto Tecnológico Textil (ES)

Contact Person: Jose Gisbert
Plaza Emilio Sala 1, 03801 Alcoy, España
Tel: +34 965 54 22 00, Fax: +34 96 554 34 94
E-mail: jgisbert@aitex.es
Black Sea Regional Energy Center (BG)

Contact Person: Lulin Radulov
8, Triaditza St., 1000 Sofia, Bulgaria
Tel: +359 2 980 68 54, Fax: +359-2-980 68 55
E-mail: office@bsrec.bg
Bulgarian Association of Apparel and Textile Producers and Exporters

Contact Person: Maria Alexandrova
36 Dragan Tsankov Blvd., 1057 Sofia, Bulgaria
World Trade Center INTERPRED, 3rd floor, office 312
Tel: +359 2 969 31 61, Fax:+359 2 969 31 81
E-mail: m.alexandrova@bgtextiles.org

3 Energy Management Standard

3.1 Scope
A significant number of standards and guidelines for the development of
energy management systems already exist. Most of them follow the Plan – Do
– Check – Act cycle and ISO 14001. The standard proposed by the EMS-
Textile project, intends to build on this knowledge and complement this
spectrum of choices by providing a slightly different approach.
This standard provides the framework for the development and
implementation of an energy management system that is easy to apply mostly
by small companies. It is a consulting document with recommendations and
guidance and no obligatory requirements. It is not designed as a basis for
external verification, but as a supportive tool for SMEs striving to achieve
continual energy performance improvement.
Enterprises can choose which clauses to include primarily in their energy
management system according to their needs and characteristics. They can
later adopt more clauses during the continuous improvement process.
This standard like EMAS is goal oriented. It focuses on the achievement of
high energy performance and in the abatement of unnecessary energy
consumptions. The quality of the energy management derives from the
obtained energy performance results.
The driving force for the adoption of measures and practices is the impact on
energy performance. Poor energy results point out weaknesses and
shortages in energy management. Energy management evaluation is based
on benchmarking comparisons.
Enterprises are encouraged to implement energy management practices, to
benefit from the reductions in energy consumption. This is the main reason for
its implementation. The standard’s value as a marketing tool is limited. For
this reason it is goal oriented with no need for external verification.
Internal or external audits focus on the acquisition of appropriate energy
consumption data, on the assessment of energy conservation potential, on
the identification of efficiency measures and on the conduction of valid
benchmarking comparisons.
Enterprises interested in acquiring marketing power via the implementation of
an externally accredited formal management system, can implement ISO
14001 or EMAS, which focus on environmental performance that includes the
use of energy. Both systems are much more known than any other energy
management system. The recommendation of the EMS-Textile project has
the same structure with EMAS and ISO 14001, but it is much easier to adopt

and requires minimum documentation. It can be implemented alone or in

combination with the above environmental management systems.
3.2 Normative References

This standard does not include normative references at present.
3.3 Definitions
For the purpose of this standard, the following definitions apply.
Action Plan
It describes the measures, means, responsibilities and time frame, for the
achievement of specific energy performance targets.
Benchmarking
It is the comparative evaluation between the organisation and the relevant
sector previous and current energy performance.
Continual Improvement
It is the process of amending year by year the results of energy management,
increasing efficiency, avoiding unnecessary consumptions.
Energy
Energy in any form oil, gas, coal, other kinds of fuel and renewables
consumed as electricity or heat to cover the needs of the organisation.
Energy Audit
The process of identification of the energy consumptions, of the conservation
potential and of the appropriate efficiency practices.
Energy Consumption
The amount of energy used to cover specific needs of the organisation; i.e.
lighting, heating, air-conditioning, mechanical equipment operation, process
heat, etc.
Energy Management System
The part of the overall management system, which is dedicated to the
continual energy performance improvement.
Energy Performance
The amount of energy consumed in relation with the obtained results. The
lower the Specific Energy Consumption the higher the Energy Performance.
Energy Policy
The Statement of the organisation’s commitment to continual energy
performance improvement. Expression of the relative intentions and

principles, which provide the framework for setting energy targets and for
taking action.
Energy Target
The measurable energy management result, which should be achieved in
specific period of time.
Monitoring
The process of systematically tracking and analysing appropriate energy
performance indicators over time.
Non-conformances
The situations that fall out of the specified operating conditions range,
including accidents and emergency situations.
Organisation
A company, corporation, authority or institution, public or private that has its
own functions and administration.
Prevention
Planned actions aiming to the elimination of the causes of negative events.
Response
Immediate actions aiming to the minimization of the consequences of
negative events.
Review
Actions aiming to the assessment of energy management system’s
sufficiency, appropriateness, quality, improvement potential and need for
revision.
Significant Energy Consumption
It is the energy consumption that accounts for a high proportion of the total
energy consumption of the organisation or presents considerable potential for
energy conservation.
Specific Energy Consumption
The amount of energy consumed per unit of appropriate reference, i.e. energy
consumed per unit of product, mass or volume of product, per person, per
building’s surface or volume (kWh/unit, kWh/ton, kWh/m3, kWh/person etc.)
Top Management
It is the person or the group of people of the highest authority that direct the
organisation or the part of it, which is covered by the energy management
system.

3.4 Energy Management System Requirements
General Requirements
The organization should establish and maintain an energy management
system, the requirements of which are described in this clause.
Energy Policy
Top management of the organization should establish and maintain the
energy policy of the organization. The energy policy expresses the
organization’s commitment to energy efficiency and respective continuous
improvement. Top management ensures that the energy policy:
ª is appropriate to the nature, scale and energy consumption of the
organisation’s activities, products and services
ª includes a commitment to continual improvement in energy
performance and abatement of unnecessary energy consumption
ª includes a commitment to comply with the legislation and the
regulations related with energy and with other requirements to which
the organisation subscribes
ª provides the framework for setting and reviewing energy performance
objectives and targets
ª is documented, implemented, maintained and communicated to
members of the organisation
ª is available to the public
Planning
Initial Energy Audit
The organisation should make an initial energy audit in order to identify and
prioritise its energy consumptions and efficiency goals. Accordingly focused
more detailed analysis can follow.
Relevant action areas for improvement and energy efficiency opportunities
should be identified. The initial energy audit results should be documented
The initial energy audit should include:
ª the identification of areas or activities with significant consumptions
ª the determination of appropriate energy consumption indicators
ª the collection and analysis of energy consumption data
ª the determination of baseline energy consumptions
ª the identification of energy efficiency opportunities
ª the identification of legal and other requirements

The energy audit and its revisions should be documented.
Legal and Other Requirements

The organisation should systematically identify and comply with legal and
other requirements to which the organisation subscribes and are applicable to
the energy aspects of its activities, products or services.
Energy Performance Targets

The organisation should systematically set and revise appropriate energy
performance targets for the processes and activities, which have significant
energy consumption, conservation potential and are related with legal or other
rules and requirements.
The energy performance targets should be clearly defined and measurable.
They should be documented and a time frame for their achievement should
be set. Systematically energy management achievements should be
monitored and benchmarked.
The organisation should set and revise its energy performance targets
systematically, according to: the energy consumption significance, the
relevant legal aspects and the organisation’s current technological,
operational and financial capacity. The energy performance targets should be
appropriate for benchmarking and consistent with the energy policy.
Action Plan
The organisation should establish and maintain an action plan for achieving
its energy performance targets and the materialisation of the energy policy.
The action plan should include:
ª actions for the achievement of the energy targets
ª the means and resources for each action
ª designation of responsibility for each action
ª determination of the time frame for each action
The action plan should be documented.
The action plan should be consistent with the organisation’s energy policy and
its current technical, financial and operational capacity.
Implementation and Operation

Structure and Responsibility
Roles, responsibilities and authorities should be defined, documented and
communicated in order to facilitate effective energy management.

Top management should provide resources essential to the implementation

and control of the energy management system. Resources include human
resources, specialised skills, technology and financial resources.
The organisation’s top management should appoint an Energy Manager who,
irrespective of other responsibilities, shall have defined roles, responsibilities
and authority for:
ª the continuous improvement of the organisation’s energy performance
ª the implementation of the energy management system
ª the monitoring, benchmarking and reporting of the energy performance
ª the staff involvement in the effort for energy performance improvement
The organisation should assign responsibilities according to function, level,
education, experience, personality and capability, in order to achieve efficient
implementation of the energy management system.
Awareness Raising and Capacity Building

The energy policy should be communicated to everyone in the organisation.
Personnel should be informed and encouraged to contribute in energy
performance improvement.
The organisation should perform activities to inform its personnel about:
ª the importance of energy efficiency to the organisation
ª the organisation’s efforts towards energy efficiency
ª the consequences of their work activities in energy consumption
ª their roles and responsibilities in the effort towards energy efficiency
The organisation should identify the key personnel affecting significantly its
energy performance and its specific training requirements for efficient energy
management. Appropriate training activities should be planned and
conducted.
Communication and Motivation

The organisation should implement practices that ensure efficient two-way
internal communication, concerning the effort towards energy efficiency.
The organisation should inform its members about energy efficiency and
encourage them to contribute in it by: conserving energy, preventing
unnecessary consumption, working efficiently and making recommendations
and observations.
The organisation should systematically support, encourage and motivate its
members to contribute in energy efficiency.

Energy management System Documentation

The organisation should establish and maintain information, in paper or
electronic form, to
ª describe the core elements of the management system and their
interaction
ª provide direction to the energy management system implementation
and the related documentation
Information Control
The organisation should implement practices that ensure that information
affecting energy management is
ª available and easily accessible to members that perform activities
essential to energy management
ª systematically updated, reviewed and revised as necessary by
appropriate, authorised members
ª obsolete information is removed accordingly
ª obsolete information preserved for legal and/or knowledge purposes is
appropriately identified
Information should be maintained in comprehensible, identifiable, dated and
orderly manner and retained for appropriate time. Responsibilities should be
appointed for the creation, modification and updating of the energy
management information.
Operational Control
Operational Control shall aim to the implementation of the energy policy and
the achievement of the energy performance targets. It should be one of the
primary responsibilities of the Energy Manager.
The organisation should identify the activities with significant impacts on
energy performance, policy and targets. Current energy consumption and
improvement potential should be assessed. Actions affecting significantly
energy efficiency, including:
ª design and provision of products and services
ª design and implementation of processes and activities
ª selection and purchasing of facilities, equipment and materials
ª establishment of operation criteria for activities and processes
ª operation, control and maintenance of equipment
ª use, inspection and maintenance of facilities

ª design, modification and renovation of facilities

should be examined and appropriate practices should be implemented.
Checking and Acting

Monitoring and Measurement
The organisation should systematically measure and monitor its energy
consumption. Appropriate energy indicators should be periodically calculated,
registered analysed and reported.
The organisation should evaluate its energy performance according to its
energy targets. Actions and practices should be amended for the achievement
of energy targets whenever necessary.
The organisation should systematically check the compliance with relevant
legal and other requirements.
Non-conformance Response and Prevention
The organisation should implement practices to detect and investigate, non-
conformances that affect significantly its energy efficiency and respond to
them, in order to minimise their negative impacts.
The organisation should implement preventive practices in order to minimise
the probability occurrence of non-conformances.
Response and preventive action should be appropriate to the non-
conformance encountered and commensurate with its impact on energy
consumption.
The organisation should review and revise, when necessary, its non-
conformance detection, response and preventive practices, in particular, after
their occurrence.
Records
The organisation should keep records of its energy performance that are
tailored to their energy management system requirements.
Records should be legible, identifiable, accessible and traceable to relevant
process, activity or person.
Periodic Energy Audits

The organisation should periodically perform energy audits in order to
ª determine its current energy performance
ª check system’s implementation and maintenance
ª compare results with targets of the system

ª provide benchmarking information

ª investigate problems and identify causes and weaknesses
ª inform the management of the organisation
Management Review
The organisation’s top management should periodically review the energy
management system results to ensure its continuing suitability, adequacy and
effectiveness and to evaluate its performance via benchmarking.
The review process should ensure that the necessary information is collected
to allow management perform this evaluation. The review results should be
documented.
The management review should address the possible need for changes to
energy management policy, objectives and practices, in the light of energy
audits results, changing conditions and the commitment to continual
improvement of the organisation’s energy performance.

4 Energy Management Overview
4.1 Energy Audit The Energy Audit assesses the total value of energy to
the organisation and identifies the energy conservation
potential. It helps management realise the importance of
energy and set performance objectives and targets.
4.2 Energy Policy The Energy Policy expresses the organisation’s

commitment to the continuous improvement of energy
performance and to the minimisation of unnecessary
energy consumption. It includes the energy efficiency
objectives and the methods and practices for their
achievement.
4.3 Action Plan The Action Plan is consisted of specific programs for the
achievement of measurable energy efficiency targets.
The targets of the actions, the descriptions, the dead
lines for achievement, the estimated budgets the
allocated resources (human, financial, technical) and the
persons responsible for their implementation constitute
the core of the action plan.
4.4 Structure and The roles of all the persons involved in the energy
Responsibility management of the organisation should be determined
and clarified. Roles, duties, responsibilities, functions
and hierarchy of the energy manager and of other
individuals and teams should be clear. Management
commitment is materialised via the adoption of policy
and the organisation and allocation of human and
financial resources.
4.5 Motivating Even the best management systems fail to achieve their
objectives unless they are actively supported by the
people that operate them. Personnel involvement is the
key to the management system success. Effective staff
motivation guarantees active staff participation.
Generally motivation answers to why to contribute in
energy efficiency by providing incentives.

4.6 Training Training provides the necessary knowledge on how to

function in the energy management system and
contribute to the achievement of energy efficiency.
Generally training answers to HOW to contribute to
energy efficiency by providing the necessary knowledge.
4.7 Monitoring and The monitoring of the energy performance indicators

Targeting reveals the outcomes of energy management; detects
shortages, inadequate and adequate practices, and
operations; pin points the need for corrective and
preventive actions; increases the agility and response of
the management system. The setting of targets provides
direction to energy management programs and the
monitoring provides control.
4.8 Reporting and The results and progress of the energy management
Communication should be communicated via reports to the proper
channels regularly. Feedback from the energy
management achievements maintains management
commitment, while internal recognition maintains staff
motivation. The sustainability of the energy management
operation lies on efficient reporting and communication.
4.9 Management The energy management review evaluates the overall

Review system achievements, addresses the possible need for
changes to energy management policy, energy
management objectives and practices; in the light of
energy audits results, changing conditions and renews
the corporate commitment to continual improvement of
energy performance.

5 Energy Audit
5.1 Context The Energy Audit assesses the total value of energy to
the organisation, determines the specific energy
consumptions in relation with appropriate parameters
and identifies the energy conservation potential and the
energy saving opportunities. It helps management
realise the importance of energy, create the energy
policy and set performance objectives and targets.
5.2 Energy Audit There are several types of energy audits according to the
Types accuracy of their results. Some studies divide them in 2
types preliminary and comprehensive, others in 3: I-40%
accuracy, II-20% accuracy and III–10% accuracy, and
others in 4 walk through, preliminary, system specific
and comprehensive.
1. The Walk-Through Energy Audit is mostly used

in tertiary buildings where the energy consuming
systems are quite simple and the probable areas
for potential energy saving measures are known
in advance.
2. The Preliminary Energy Audit is used in large
sites of the process industry. It provides an
overview of the present total energy consumption
and defines the areas of significant energy
consumption. It points out the most obvious
savings and the areas where supplementary
second-phase audits are needed.
3. The System Specific Energy Audit concentrates
on one specific energy using system (boiler,
compressed air system, etc) and provides detailed
technical measures for the improvement of energy
efficiency, with accurate budget, energy
conservation and cost savings estimations.
4. The Comprehensive Energy Audit covers all
energy usage of the site, including mechanical
and electrical systems, process supply systems,
all energy using processes, etc, and provides the
same information with the System Specific Energy
Audit for the most important energy systems.

5.3 Data Structured data collection is fundamental to the energy

Collection audit. As a first step, only existing data sources should
be used. Sources of existing information are: invoices,
outputs from measuring devices, test documents,
manuals and other audit reports. A considerable amount
of energy information is readily available to an
organisation, but it often requires collating and
interpreting.
By simply gathering appropriate information, a clearer

picture of energy use and costs will begin to emerge.
Invoices provide the primary source of energy
information. However, data may be available from other
areas of the business, which if appropriate, should also
be integrated. For example, cost data derived from
invoices will in some cases be required by the
accounting department.
Having collected invoice data, the energy manager will

need to fill gaps in required data. This step will help to
get a better overview of all areas involved. Calculations
can be undertaken for areas where the power
requirement and the operating hours are known.
The following options exist:

o To obtain an estimate for light consumption, count
light bulbs and multiply the number by operating
hours and wattage.
o A rough estimate for engines and cooling
equipment can be obtained by multiplying their
power rating by operating hours.
As a next step, the energy manager will identify areas

where no or little knowledge about the energy
consumption is available. It will then be necessary to
think about measuring the energy consumption of
individual processes, plant or devices.
The measurement location depends on the structure of

the system, what is being measured and should be as
close to the energy consumer as possible. If it is
necessary (e.g. due to high energy costs) to collect data
regularly, an automatic system should be installed.

The system analysis is only as good as the quality of the

data used; information based on the analysis of poor
data will be meaningless. The accuracy of data is of
considerable importance as is the consistency of data
collection methods.
There is little point ensuring that a meter is 100%

accurate, or that cost data are calculated to five decimal
places, if the person responsible for collecting data reads
the wrong meter or calculates costs from estimated
invoices.
It is highly important that follow-up calculations and the

development of indicators are based on real data rather
than on estimates.
5.4 Energy Flow With the data collected to this point, the energy system
Chart should be visualised with an energy flow chart. This is a
graphical representation of all relevant energy fluxes in
the company.
A simple flow chart can be designed to illustrate energy

fluxes as shown in the Sankey diagram of a joinery
energy system. This kind of illustration can be prepared
using professional software or by hand.
The goal is to identify the organisation’s energy flows

and the associated quantities. The flows must have the
same physical units. The width of the flow depends on
the energy consumption of the system or machine. The
annual input figures can be collected from existing
documents, e.g. invoices.
The above example only considers the electricity flow. If

other energy sources are used, it is useful to prepare a
second flow chart for heat, for instance.
After the preparation of the simple energy flow chart, it is

necessary to decide:
o Which areas need more analysis?
o Which machines and processes are responsible
for most of the energy consumption and will
therefore have to be analysed in detail?

Example of Energy Flow Chart – Sankey Diagram
5.5 Audit Results After this energy consumption break down, specific
energy consumptions should be determined and energy
conservation opportunities identified via benchmarking,
experience and knowledge of good practices. For these
reasons energy audits are usually performed by qualified
energy professionals.
During the EMS-Textile project a specialised for the

textile industry “Preliminary Audit” methodology will be
developed. It will provide baseline Specific Energy
Consumptions and identify the significant energy
conservation opportunities.
Since energy management is a continual, multi-step

process companies can start from the Preliminary Audit
and then move to the System Specific and the
Comprehensive audits.

6 Energy Policy
6.1 Context There are several reasons why a company benefits from
the integration or adoption of a formal, written energy
policy. A clear statement of commitment to continuously
improve energy performance, will give a sense of
purpose, and success.
Senior management can judge the performance of its

strategy against an agreed set of goals. Energy
reduction matters are more likely to be understood and
accepted throughout a company if they have the support
of top management. Activities will be more successful if
adequate resources are allocated to energy
management.
An energy management policy establishes an overall

sense of direction. It sets goals regarding the level of
energy responsibility and performance required by the
company, against which all subsequent actions will be
judged.
If the company’s commitment to energy reduction is left

to operate on an unofficial basis, it can be derailed or its
impact lessened by changes in management personnel.
6.2 Energy Policy A written energy policy will safeguard the company’s
Development decision to improve energy performance.
The Energy Policy provides the foundation for successful

energy management. It formalizes top management's
support and articulates the organization's commitment to
energy efficiency for employees, shareholders, the
community and other stakeholders.
6.3 Good Experience shows that successful organizations have

Practices energy policies that:
o State an objective - Have a clear, measurable
objective that reflects the organization's
commitment, culture and priorities.

o Ensure continuous improvement - Include

provisions for evaluating and updating the policy
to reflect changing needs and priorities.
o Are developed by key people from all the levels of
the organization and issued by top management.
o Are brief, clear and simple, communicated to all
members of the organisation and encourage them
to get involved and contribute to energy
efficiency.
o Are integrated with other policies of the
organisation like the ones for quality, environment
and customer satisfaction.
Energy Policy is an integral part of the organisation’s

policy that expresses the commitment to continuous
improvement of energy performance, the energy
efficiency objectives and the methods and resources
used for their achievement.

7 Action Plan
7.1 Context An energy management Action Plan guides the

company’s efforts to energy efficiency. It is the
materialization of the energy policy. It creates a
management and operational system through which
energy efficiency objectives can be monitored and
realised.
The scope and detail of the plan depend upon current

status and available resources: time, money, personnel,
equipment and know how. The plan should focus on high
cost – benefit measures, energy saving practices and
technologies.
Current energy status should be assessed before the

development of the action plan via an energy audit. The
action plan should list the conservation opportunities in
priority order, identify resources, budgets, and financial
returns for each activity and have a specific timeline.
Unlike the energy policy, the action plan is regularly

updated, most often on an annual basis, to reflect recent
achievements, changes in performance, and shifting
priorities.
7.2 Action Plan Energy aspects, problem areas and weaknesses of

Preparation existing energy management practices should be
identified before the preparation of the Action Plan.
Energy management measures should be prioritised and

scheduled. Activities like developing a basic
understanding of energy use patterns, awareness
raising, and housekeeping improvements should be
among the first to be implemented.
Activities and projects requiring significant funding, as

well as developing reporting formats, will take a little
longer and need more planning. Activities requiring
prerequisite actions are actually done after these
prerequisite activities.

7.3 Basic Steps While the scope and scale of the action plan is often
dependent on the organization, the steps below outline a
basic starting point for creating a plan.
ª Definition of technical steps and targets
ª Establishment of a tracking system
ª Determination of roles and resources
ª Setting timelines for achievement
ª Involvement of management from all
organizational areas before finalization
ª Communication to all areas of the organization.
7.4 Good The following activities help in the preparation of the

Practices action plan:
o Consultation with staff involved in finance,
purchasing and management across the
company;
o Consultation with internal technical experts and if
necessary with external experts;
o Elaboration of training and awareness raising for
energy use and management;
o Realisation of energy planning importance by
managers. This will secure their input on
appropriate priority of the tasks including
housekeeping and reporting;
Creating an inclusive strategy that establishes roles and

actions throughout the organization helps in the
integration of good energy management practices.
Brainstorming with various departments, holding a

competition for energy efficiency ideas across the
organization and gathering recommendations from key
persons can contribute significantly in the Action Plan
development. The approach of the “Quality Cycles” can
be applied efficiently in this process.
Many successful companies integrate energy planning

into the general strategic planning of the business and its
operations. The action plan needs to be manageable in
size and clearly structured so that it provides clear
information, and can be easily used as a key document
in the development of the energy management system.

The Action Plan should provide a roadmap for energy

performance improvement. Successful organizations use
a detailed action plan to ensure a systematic process to
implement energy performance measures.
The size of the company’s energy bill and the potential

savings give the best indication of how much time should
be devoted to energy management and action planning.

8 Structure and Responsibility
8.1 Context Once top management has made a commitment to

energy management it is important to define and
document all roles, responsibilities, authorities and the
interrelating functions that affect the energy performance
of the organisation, as well as the appropriate allocation
of financial and staffing resources. Demonstrated top-
down support is an important part of changing attitudes
and operating practices. Management commitment and
the appointment of an energy manager are the first steps
in improving the energy performance of an organisation.
8.2 Energy The Energy Manager’s role is to manage both the

Manager company’s current energy requirements and its future
energy strategy in an environment where supply and
price fluctuations can have a significant impact on
business performance. The energy manager should be
part strategist, part project and part change manager.
The Energy Manager should be:

o Able to focus both on the technical aspects of
operations and on issues of communication and
personnel involvement and motivation;
o Interested in new developments, and in the
assessment and testing of new ideas;
o Capable of viewing and planning long-term and
short-term actions;
o Good communicator with a solid understanding of
how to introduce change in complex
environments.
The energy manager should be a multi-skilled individual

with: an in-depth understanding of the company as well
as its internal and external environments;
ª Good consultation, negotiation and liaison
competency;
ª Sound knowledge of production and site services;
ª Solid general technical background and
preferably engineering experience;
ª Project management experience, especially in
new systems implementation.

8.3 Key Functions The position of energy manager is not outside

mainstream management career paths. For example,
energy managers can be directors or line managers
through to capable, enthusiastic supervisors. The
successful energy manager will eventually know more
about inflows, outflows, production and service delivery
processes than most managers in the company.
A major part of the energy manager’s role is also

managerial - negotiating assistance and support,
motivating staff, canvassing opinion and providing
feedback on ideas, and working with senior management
to develop policy and strategy.
As a change manager, the energy manager undertakes

the task of introducing change to attitudes and
behaviours that may be deeply embedded in the
company’s culture. The role involves influencing and
persuading, planning change and implementing it
positively. To ensure good results it is important to
position the energy manager in the company so that they
are not isolated.
Managing energy consumption within a company

requires a number of functions to be performed. These
include: developing policy; monitoring and reporting
energy consumption; researching and identifying best
practice energy management; implementing programs
and policies to achieve energy savings; securing the
support of management and staff; and influencing new
works policies, tender specifications and construction
briefs.
8.4 Selection The selection criteria for an energy manager include:

Criteria high-level communication skills, including liaison,
negotiation and consultation skills; proven experience in
project management; an understanding of energy costs
and the structure of the energy industry; familiarity with
engineering systems and energy efficiency technologies;
a demonstrated capacity to learn new skills and integrate
new knowledge into existing work activities; and
knowledge and experience of change management.

Other relevant skills, knowledge and experience include:

experience with implementing and promoting complex,
multi-output energy management systems; motivation
and willingness to undertake further training and skill
acquisition; commitment to ecologically sustainable
development and reduction in greenhouse gas
emissions; ability to use word processing, spreadsheet
and database packages; and an understanding of
operations and other areas such as safety, quality,
finance and environment issues.
8.5 Successful A successful energy manager should undertake the

Energy following steps.
Manager 1. Link energy into key management systems, e.g.
ISO 14001, greenhouse reduction programs,
quality systems or maintenance systems and
occupational health and safety systems.
2. Gain control over the way energy is used. Ensure
it is being purchased in the most economical way
and promote good housekeeping and waste
reduction.
3. Measure and monitor energy performance, and
compare it with previous years as well as internal
and external benchmarks.
4. Report energy performance simply and clearly to
line managers, supervisors and top management
in a format that is integrated into other planning
and business reporting processes. Ensure
investment requests are backed by data and a
realistic business plan. Take credit for
achievements.
5. Involve staff, seek their input and ideas. Share the
credit for achievements with those who have
contributed to them. This will motivate, create
enthusiasm and further achievement.
6. Promote achievements to top management and
publicise success to staff to ensure ongoing
support and enthusiasm for the energy
management system.
Depending on the size and activities of the company, the

tasks of the energy manager may be assigned to more
than one person. In large multi-site companies there may

be a number of people together with a coordinating

committee.
However relevant research shows that the best results

are usually gained when the person or team entrusted
with the task of improving energy performance are given
clear and dedicated accountabilities that are matched by
resources, especially time and money. The role of the
energy manager evolves as the energy management
system develops within the company.
8.6 Implementation A team of enthusiastic people is needed to assist the

Team energy manager throughout the process of implementing
the energy management system.
These people will form the main resource for getting the
message out to the rest of the organisation. It is
therefore vital that top management supports their
efforts. This group should be retained after the
implementation stage to coordinate and regularly assess
the energy management system.
The team may include representatives from each key

function or area of the organisation; the financial
manager; the production manager(s); the quality and
occupational health and safety managers; and
communications or training staff.
The implementation team should: assist in drafting the

energy policy and the action plan, in the dissemination of
information and progress reporting, in the promotion of
the energy management initiatives and provide general
support to the energy manager.
8.7 Outsourcing External consultants may perform some energy

Energy management functions. For example, technical
Management consultants can undertake energy audits. Specialists
may also be engaged to perform particular tasks, such
as tracking and monitoring energy use. Energy
performance contracting may also be useful to fast-track
and provide external funding for energy projects.

9 Personnel Motivation
9.1 Context The core of all management systems is people. Unless

people are motivated to contribute in a mutual effort,
even the best designed procedures and processes and
the best available technologies will fail to achieve
optimum results.
Personnel active participation is the key to success.

However often managers neglect this fact and rely too
much on procedures and technologies. Even when they
realise the importance of staff motivation they often are
not aware of the ways to achieve it.
In general it is easier to motivate people in a subject that

is believed to be important or interesting. For most
people energy conservation appears to be a technical
boring task out of their duties. They usually claim that it
is not their job; that they are too busy with other more
important tasks and that it is not a management priority.
The facts that it is always available and that the energy
bills are paid by the company further intensify this
problem.
9.2 Good In order to tackle these problems a sound motivation

Practices strategy should be followed. People should be
encouraged and supported, feel needed and important,
be proud of their work, skills and achievements, enjoy
their jobs and be kept informed of developments and be
rewarded for their efforts. Teamwork can contribute to
this process since people enjoy working together and
though motivation is increased and output is improved.
To save energy people support is essential, both singly

and in groups, and this requires good management and
leadership. To manage people the energy manager
should first start by improving himself. The development
of a group of supporters of energy efficiency programs
requires the manager to be Affable, Admirable,
Amusing, Alert, Active, Accessible, Articulate,
Appreciative and Accepted.

He should set an example, set high goals, be available

when people need help, communicate in clear and
interesting language, use tangible information, praise
others and not himself, show that he believes in others
and make team working fun and creative.
9.3 Motivation Motivation has seven basic principles, which have

Principles emerged from successful management experience.
Motivation thus willingness to co-operate wholeheartedly
with management tends to increase:
1. As people are given the opportunity to get
personally involved in the making of decisions
that affect them;
2. As people are properly informed about realities,
problems and reasons for decisions;
3. As people are given the authority to decide on the
most effective way in which to carry out their own
work;
4. As people are given recognition for their personal
contribution;
5. As people believe that their management is
interested in them as individuals;
6. As people are given incentive rewards of material
or of emotional value for their efforts;
7. As people understand the consequences of their
failure.
However the co-operation and the two-way

communication between management and staff do not
mean that the final decision does not belongs to the
management. Openness and honesty are essential.
Pretence and sly manipulation should never be used.
Once management has taken its decision, it should
communicate it and explain its reasons.
Not all staff recommendations can or should be

implemented, but all of them require attention and
response in order to encourage their submission. Every
suggestion should be replied in no more than two
weeks, with explanations about the reasons of
implementation or not.

When a decision is announced all the people contributed

to it should be mentioned. Internal recognition is a major
motivating factor. Once a decision is taken the people
that will implement it should be left free in deciding the
way of implementation. Supportive guidance is useful
but freedom realises the capabilities of people.
Management experience shows that the best

implementation of a moderate strategy is far better, than
the poor implementation of an excellent strategy.
9.4 Three When considering energy management most people

Dimensions tend to think of management information first (data,
monitoring, measurement, analysis and decision
making) followed by physical investment (technology
equipment) which is an important parameter as well as
being the major cost item of energy management.
However sophisticated the equipment and however

exact the information, unless people change the way
that they think about energy many conservation
opportunities will be lost. Information remains inert data
unless it is processed by concerned people. Investment
remains lifeless hardware unless it is utilised intelligently
by the software of the human mind.
That’s why for effective

Involvement
management human
involvement has to be
integrated with information
Investment
and investment.
Information
Two-way communication does not only exhort it also

asks people, it obtains agreement on targets, elicits
feedback, encourages involvement and preserves
people interest and motivation.
In practise at least three forms of encouragement and

stimulation are needed: Ask – Agree – Give.
People should be asked what they know, think and

suggest and how they want to contribute in energy
efficiency. Objectives, targets, monitoring duties,

incentives and rewards should be agreed. Feedback on

results, incentives and rewards should be given.
9.5 Good Staff motivation in the implementation of energy

Practices management may appear a little difficult, but the
consideration of the following themes will help in its
achievement.
o Attention to energy management means attention
to people, creation and preservation of interest
and motivation.
o Simplicity is very important. Simplicity has a
motivating effect since people like to implement
ideas that are well understood. Energy programs
should be integrated with the organisation’s
processes in order to facilitate their
implementation.
o The organisation’s culture should be reflected in
energy management. Management commitment
should be supported by positive economic results
from energy conservation.
o The monitoring and communication of the energy
consumed is a powerful performance indicator,
which is crucial for the achievement and
maintenance of improvements.
o Good energy management presents good
management in general, since it improves
financial, environmental and human resource
management.
Most of the motivational needs of energy management

9.6 Motivation have been covered above. This section highlights the
Drivers essential seven factors for the motivation of people at all
levels to support the implementation of energy
management.
1. Commitment: This should come from above.
People tend to be motivated by example. If there
is no commitment at the top of the organisation,
there is unlikely to be any lower down.
2. Importance: Emphasis should be given on the
effect of energy use in the expenses of the
organisation. The proportion of energy costs to
direct or controllable costs should be presented.
3. Involvement: No management system can be

successful without the active, constant,

systematic involvement of people. The
consequences of ignoring the human factor are
severe.
4. Attitude: Energy should be treated in the same
way as human or material resources. The fact
that currently, it is almost constantly available,
does not mean that it is free or low cost.
5. Information: Energy information gathering,
processing and monitoring is essential to energy
management.
6. Structure and Responsibilities: The energy
management structure and the relations and
responsibilities of the organisation’s staff should
be clearly defined and communicated.
7. Communication: Two-way communication on
the Ask – Agree – Give basis and the sending of
the right information, to the right person to the
right time are the corner stones of efficient energy
management operation.

10 Personnel Training
10.1 Context Studies in the UK show that 20% of the energy is used
inefficiently. About half of this energy can be saved by no
cost and low cost measures. The same studies claim
that 90% of the employees are willing to take action for
saving energy but only 10% knows how to contribute in
energy conservation. Training is the most effective way
to cover this knowledge gap. The situation in most
European countries is similar or worse to the UK, thus
the importance of training in energy efficiency is obvious.
Energy efficiency training of employees varies according
to their function in the organisation: senior managers,
middle managers, specialists and workforce.
10.2 Different Senior managers provide overall support for a culture

Roles of energy efficiency. They act as champions, create a
vision of energy efficiency and provide the push and
resources to keep the energy savings campaign going.
Middle managers are more concerned with the day-

to-day operations. Their role is therefore one of
enabling energy efficiency activities to take place within
the workplace context.
Specialists can include energy managers, works

engineers, maintenance managers, building services
engineers and facilities managers. Unlike middle
managers, they possess the technical knowledge to
develop plans and turn them into actions.
The workforce is the people who use the lights,

open the windows and leave the taps dripping!
They are also the people who can observe energy
and resource use at their workstation. Ultimately,
they determine the success of any energy efficiency
campaign.
All of these people have a positive role to play in an

energy efficiency program. However, training is needed
if each part of an organization is to contribute fully.

The actual training requirements for each of the

groups are unlikely to be the same. They should be
tailored to meet the distinctive needs of each group.
For example, senior managers may need to develop
a greater level of awareness rather than energy
management knowledge or relevant technological
skills. On the other hand, a site manager needs not
only to understand the need to save energy, but
how to save energy and the tools with which to do
this. However, the depth of knowledge achieved by
a site manager need not be as specialized as that
of an energy manager.
10.3 Training There three main types of energy efficiency training:

Types Awareness Training: It should provide to the individuals
the reasons why they should be more energy efficient. It
is for the “heart”. It should give everyone in the
organisation the incentive, the motivation and the
conviction that being energy efficient is the right thing to
do. It should answer questions like:
o Why should we save energy?
o What happens when we do not save energy?
o What do we gain by saving energy?
Awareness of energy efficiency is a motivational driver

for all activities. A high level of awareness does not
guarantee high motivation. However it does ensure that
decisions are more likely to be sustained by some
degree of conviction.
Knowledge and Understanding Training is for the

“head”. It provides individuals with the information they
need to use energy efficiently. Everyone in the organization
should gain the appropriate level of knowledge to know how
to be energy efficient. This type of energy efficiency - training
needs to answer questions such as:
o What is energy efficiency?
o Do I have a role in saving energy?
o What is a comfortable working temperature?
o Should a fluorescent tube be led on or switched off?
The knowledge and understanding of energy efficiency are

the underpinning aspects that will facilitate real, energy

savings. The enthusiasm gained from increased awareness

can only carry the individual so far, knowledge provides the
foundations for a far greater Impact.
Tools and technology training provides the “hands”

to complement the 'heart' and 'head' components.
Relevant tools and technologies from proximity sensing
lights switches and self-shutting water taps through
building energy management systems to combined heat
and power units provide opportunities for substantial
energy savings.
This type of energy efficiency - training needs to answer

questions such as:
o How do I operate this machine efficiently?
o How do I read the data from this device?
o When do I close this cover?
o How often do I maintain this device?
Although training for this aspect is likely to be limited to

technical staff, everyone else should be given sufficient
understanding to be able to help implement new systems.
10.4 Training A training needs analysis identifies the differing

Needs requirements of individuals and departments.
Determination
Questions that can be asked include:
o What is the work carried out by the team?
o Are team members aware of the
environmental impact of their work?
o Apart from general lighting, heating and hot
water, what activities use energy?
o What could people working in the team do to
save energy?
o What do they do at home to save energy?
o Are the teams aware of their potential to
improve energy efficiency?
o What skills do they need to save energy at
their workstations?
o What skills do they have now?
o What are the estimated benefits of
empowering the team to save energy?

10.5 Training With the training needs analysis the energy efficiency
Matrix training needs matrix can be drawn. This matrix
reflects the different training emphasis for different
groups or departments. The following table shows an
example of the energy efficiency training matrix.
Different organizations will have different training

requirements, but this generic model will have some
applications for all organizations. In this table the
number of 9 indicates the degree of training
emphasis.
Energy Efficiency Training Matrix

People
Topics Senior Middle The
Specialists
managers managers Workforce
Basic
9 999 9 9
awareness
Energy use in
9 9 9 99
own location
Encourage
others to save 9 99 999 99
energy
Decisions on
999 99 9
energy policy
Energy
efficient 9 99 9999 9
processes
Continuous
9 9999 9999
improvements

10.6 Training Having developed the training matrix, the next stage is
Methods to determine the nature of the actual training.
The main issue is the choice between training
focused on 'knowledge' or 'action'. With the former,
the aim is to pump knowledge and theory into people,
e.g. a lecture on how a car works.
Assessing the benefits of energy efficiency training,

either potential or real is always difficult, because it is
focused on “knowledge”. A person who knows
everything about energy efficiency will not actually save
any energy until that knowledge is applied.

11 Monitoring and Targeting
11.1 Context Monitoring and Targeting is a group of information handling

techniques that enables energy usage to be managed
more effectively within a company. It has many similarities
with other production and financial information systems
and should be developed in accordance with the
organization’s existing management systems. Energy
M&T can be an extension of quality-led activities or a
starting point for more general improvement.
11.2 M&T There are four main elements of a successful M&T

Elements system;
o Data collection: most of the data needed for M&T
are available from existing meter readings, energy
bills and production-related data.
o Analysis: analysis transforms data into useful
information on which action can be taken. M&T
software is available, although standard PC
spreadsheets are quite adequate for many
applications.
o Reporting: ensures the right information reaches
the individual with the ability and responsibility for
action. Information needs to be timely, concise
and delivered in a form that is appropriate and
useful to the recipient.
o Action: without action the data collection and
analysis are a waste of effort! M&T needs to be
geared to the management activities of the
company so that action is taken and energy-saving
results are achieved.
M&T can be applied to single, or groups of processes or

buildings, or entire factories. The initial choice will depend
on available energy metering, but over time this will be
refined by the increasing understanding of areas where
energy can be better controlled.
M&T techniques are not limited only to energy usage but

are equally applicable to water consumption and
production indicators such as scrap rates or yield.

11.3 Benchmarking A simple method of benchmarking your company's

energy performance against the industry sector norm is
by a comparison of Specific Energy Consumption
(SEC). SEC is a measure of energy use per unit of
production, e.g. kWh/te throughput.
Benchmarking ratios, such as SEC, can be derived

using production and business data available within the
company. These include:
o Production Data - quantity of product
manufactured or treated
o Fuel Consumption - electricity, gas, fuel oil,
etc. recorded from utility invoices or meters
Even limited data will allow preliminary comparisons of

energy performance with other sites or similar processes
and provide a baseline against which to start tracking
on-going energy consumption.
Although establishing benchmarks for industry wide

performance is useful, the energy consumption of a
single process or factory will almost certainly be of
much more interest to energy managers.
If the company is multi-site, or has similar operations

within the same site, making comparisons between
similar processes to see if there are significant
differences in energy consumption should be
considered. This internal benchmarking is a
valuable technique for sharing best practice within a
company.
It may also be possible to exchange experience of

energy management techniques with companies from
different sectors (neighboring firms and suppliers).
This can provide a new and creative insight into the
company’s energy management practices.
Displaying information graphically makes it clear and

easy to understand and is a good format for
communication with colleagues. It also enables the
identification of trends in data.

11.4 M&T Basic There are four chart types commonly used within a
Charts basic M&T system:
o Energy Use vs. Production
o Specific Energy Consumption vs. Production
o CUSUM
o Control Chart
The first two of these chart types are for displaying

and interpreting energy data, while the others are
used primarily as tools to assist in management and
control.
In this section each of these charts is presented in

turn, with a real example from the textiles industry. For
each, it is explained how to create the chart from
collected energy and production data, and how to
interpret and apply what the chart shows about energy
use.
11.5 Energy Use This first chart type (Fig 1) shows energy consumption
vs. Production (in this example, electricity) plotted against production
Chart using data that have been collected at regular
intervals (daily, weekly, and monthly).
Most processes will exhibit a pattern through which a

straight line (best fit line) can be drawn. This can be
drawn by hand or generated on a spreadsheet by
using the regression analysis function. Note that the
line should not be forced to pass through the origin
point (0,0).
Energy vs. production charts are used to determine:

o Process Efficiency
o Energy Consumption not linked to Production

The best fit line indicates the relationship between

energy consumption and its driver (in this case,
production) and several things can be learned from the
calculation of the equation of the straight line in the
standard mathematical form: y = m x + c
In this equation, y is the energy axis, x is the production

axis, m represents the slope of the line, and c its
intercept with the y axis. In this instance the equation of
the line is: energy (MWh/month) = 0.93 x production
(te/month) + 113.5
There are three important features on this chart;

o Intercept (c) - the energy that would still be
required even if production was reduced to zero,
in this case it is 113.5 MWh/month.
o Slope (m) - the amount of energy required to
process each additional unit of production,
leading to the process efficiency. In this case it
is 0.93 MWh/te.
o Scatter - the distribution of the data points away
from the best fit line, indicating the variation in
energy per unit production from one period to
another.

From this chart it is also possible to calculate the

proportion of energy that does not contribute to
production by dividing the energy that is unrelated to
production (113.5 MWh/month) by the average monthly
energy usage.
Average production in this case is 507 te/month.

Thus, the proportion of energy not related to production
113.5
= x100% = 19.4%
113.5 + (0.93 x507)
So, 19.4% of the energy used is not linked to the amount

of production and is an area worth further investigation
for energy savings.
The efficiency of a process can be determined if the

theoretical energy requirements of the process are
known. Research associations will be able to help you
determine this figure for specific processes and duties.
The efficiency is found by dividing the derived energy
requirement by the actual energy consumed (given by
the slope of the best fit line - Fig 1).
Correct control of humidity and temperature conditions is

extremely important in many textile processes, and
poorly adjusted heating and ventilation systems are a
common source of energy wastage. Degree days are a
measure of the difference between external
temperatures and the temperature at which your building
is maintained.
Plotting energy vs. degree days will reveal the

proportion of energy consumption that is weather-related
and, from knowledge of the building's fabric losses (i.e.
heat loss through walls, roof, windows, etc.), can be
used to carry out an approximate check of ventilation
rates.

11.6 Specific This chart type plots specific energy consumption (SEC)
Energy against production. SEC is calculated simply from the
Consumption data used in Fig 1 by dividing energy consumption by
vs. Production production. The chart generally produces a
Chart characteristic curved form (Fig 2).
SEC provides a simple indicator for benchmarking.
For this example, the curvature of the line is not easily

seen within the process range of production, but this is
not always the case. SEC is often used in industrial
management as a summary indicator, but is not suitable
as a basis for energy monitoring and control.
The curvature means that it is difficult to draw a best fit

line and the information in the straight line intercept (Fig
1) is lost.
Energy monitoring by SEC should be avoided if there is

a significant proportion of energy which is not related to
production (this causes the curvature), and where the
process has a wide range of production rates.

11.7 Using The purpose of M&T is to translate energy information

Energy into a form that can be readily used to improve energy
Information for management control. The two chart types described in
Process this section show how this is achieved through M&T.
Control M&T is applied as follows:
o Establish energy performance standards;
o Calculate the difference between predicted and
actual performance;
o Highlight exceptional differences;
o Manage performance differences over time.
Commonly, performance standards are based on

measures that are simple to derive and easy to
understand, e.g. SEC, but such standards are not very
sensitive. In M&T, a better initial standard of
performance is found by looking at historic energy use
compared to production.
The success of this approach depends on being able to

set control limits that recognize exceptional differences in
energy performance (higher or lower than predicted), yet
are not so sensitive as to be triggered by normal
variations in operation. The smallest difference that
identifies a fault is called the resolution of the system.
Resolution can be improved by selecting the data for the
particular periods (days, weeks, months) that will provide
the best standard from the historic information.
The following chart types show how this is achieved in
energy M&T by a combination of a technique called
CUSUM and a method taken from quality management
called the Control Chart.
11.8 CUSUM CUSUM stands for the Cumulative SUM of differences

Chart and is a technique which uses equal interval time series
data (i.e. information of the same kind, collected at the
same time each day, week, month, etc. and organized in
the same time order as it was measured). CUSUM plots
the cumulative difference between predicted and actual
energy use against time.

There are two uses for CUSUM. One is to identify

changes in historical energy performance patterns (to
measure planned or unforeseen changes in the way
energy is used); the other is to determine the period
since the last change, as data over this period may be
used as a reference for establishing control standards.
CUSUM involves four steps:

o Predicting energy use from the production data
for each time interval (daily, weekly, monthly,
etc.). This is done using the best fit line of the
energy vs. production chart - Fig 3.
o Subtracting predicted consumption from actual
usage to obtain a difference for each time interval.
o Summing the differences over time to obtain
CUSUM.
o Plotting a chart of CUSUM against time.
The equation of the best fit line is determined and used

to predict energy consumption.
The following table shows the CUSUM calculation

performed on the data for the steam consumption of a
textile finishing works (shown in Fig 3).

In this instance the equation of the line is:

energy (million Ib steam/month) = 0.021 x production
(te/month) – 0.67 CUSUM table for steam consumption
at the textile finishing works
Steam Consumption (mil. lb) CUSUM

Month Production (te)
Recorded Predicted Difference (million lb)
Jan 745.9 16.20 14.99 1.21 1.21
Feb 491.9 10.76 9.66 1.10 2.31
March 443.8 9.86 8.65 1.21 3.52
April 493.0 11.08 9.68 1.40 4.92
May 481.7 9.71 9.44 0.27 5.19
June 496.5 10.54 9.75 0.79 5.98
July 384.9 7.44 7.41 0.03 6.01
Aug
Sept
Oct.
etc.
The resulting CUSUM chart is shown in Fig 4 and shows changes to the
underlying pattern of energy consumption.

11.9 Tracking If the entire scatter in the steam vs. production chart were
Changes only random about the best fit line, then the differences
from predicted energy use would also be randomly
positive and negative. The cumulative difference
(CUSUM) would also be random and not far from zero,
and would track horizontally on this chart.
However, if something happens that changes the pattern

of consumption, the differences will not be random. They
will be biased positive or negative and CUSUM will track
up or down from the time of that event. The CUSUM chart
therefore consists of a series of straight sections
separated by kinks, each kink representing a change in
pattern.
In this case there are two significant changes in pattern -

in May 1990 and in April 1993. The first is known to have
been due to the introduction of heat recovery and
improved control of water use in the scourers.
The two changes in the pattern mark a trend in the
CUSUM data and indicate changes in the operating
regime or energy performance of the process. The data
records are gathered at the end of each month so the
event occurs in the month immediately following the kink.
11.10 Evaluating CUSUM can be used to calculate the effect of past actions
Impacts or events which have influenced energy consumption. The
CUSUM chart in Fig 4 uses a relationship between energy
use and production predicted from all of the data available
for the five-year period.
However, within this period, there are three distinct

patterns. By recalculating CUSUM using a prediction
formula based upon the first of these patterns the energy
saving impact (or increased consumption) of subsequent
changes can be measured.
This is shown in Fig 5 which has been recalculated using

the data from the first 16 months to derive a straight-line
prediction formula for the finishing works' energy
consumption. The first part of the CUSUM chart now
appears horizontal, as there is only nominal variation
between the actual consumption and the predicted usage.

The changes in pattern (May 1990 and April 1993) now

produce deviations from the horizontal line.
CUSUM can be used to show how much energy is saved
over time since a specific event or process change.
11.11 Control Control charts are based on the principles of statistical

Chart process control which will be familiar in many textile
companies. The charts are used to track current
performance, in this case energy consumption, and to
highlight where performance falls outside a band, within
which performance is considered acceptable for normal
process operation. Any deviation outside of this band
alerts management to the need for investigative and
perhaps, corrective action.
Control charts compare current energy usage with a

prediction formula, and the control band is based upon the
energy consumption during a recent reference period that
is considered to represent normal process operation.
Consequently, the control band must be recalculated for a
new reference period each time there is a significant
change in this underlying energy consumption pattern.
Such changes in pattern are indicated by the CUSUM
chart.

Fig 6 shows a control chart based upon the data for the
textile finishing works. It shows the monthly differences
between actual energy consumption and predicted energy
consumption over the three-year period (Jan 1989 - Jan
1992). The control bands and prediction formula are
based upon the initial 16 months, being the reference
period in this case.
There are seven steps in calculating a control chart:

1. Use the CUSUM chart to identify data from a recent
reference period that best represents energy
consumption under normal operation. (In Fig 6 the
reference period taken is Jan 1989 -April 1990.)
2. Recalculate the best fit formula for the energy vs.
production data for the reference period.
3. Recalculate the predicted energy use (using this
formula) for the actual production in each month.
4. Calculate the differences between actual
consumption and the prediction.
5. Plot these differences against time (as in Fig 6).
6. Decide on an appropriate control band such that
excursions from the band will be investigated and
action will be taken.
7. Repeat the above procedure for a new reference
period when the CUSUM chart shows a significant
change in the energy consumption pattern. In this
example, after May 1993, the prediction and control
bands would have been recalculated using the
period May 1990 to April 1993 as a new reference.
The control chart highlights excursions from normal

performance so management can take investigative and,
perhaps, corrective action.

In this case, the action in May 1990 reduced energy

consumption by about 34 million Ib of steam by the time of
the next action in April 1993, 34 months later. The value of
these savings was £41,000/year and the capital cost of
the heat recovery and control equipment was £38,100.
Therefore, by the end of April 1991 the system had almost
paid for itself and was soon to start providing savings at
the rate of £3,400 per month to fund other activities.
The second use of CUSUM is to identify data in the

historical record that represent the current energy
consumption pattern and to use these as reference data
for establishing the control chart.
From the CUSUM chart it is known that there was a

change in pattern in May 1990. The control chart shows
the energy performance begins to fall outside the control
band subsequent to this change. Managers would have to
determine whether this effect was due to a temporary
change in performance or whether it indicated a process
change that required further investigation.

The control band can be based on absolute differences (in

energy units) or expressed as a percentage. The
differences are calculated on the same basis in either
case (if percentage control levels are being used,
calculate the differences as percentages, too).
The width of the control band needs to be sufficiently

narrow to indicate to operators that the process is being
monitored by management, yet wide enough not to raise
questions so often that it becomes a nuisance and so
loses credibility. Although control band width can usually
be determined by experience, statistical methods are
available to aid decision-making.
The successful application of M&T leads to:

o Reduced energy consumption and lower energy
costs;
o Improved control of processes;
o Knowledge of changes to energy consumption
patterns;
o Highlighting of process problems (e.g. need for
maintenance);
o The ability to evaluate the impact of energy-saving
activities.
11.12 Taking Once a basic level of management control has been

M&T Further achieved, further savings depend on extending M&T to
other areas of the plant or company and increasing the
level of sophistication.
There are several ways to improve the performance of an

M&T system:
o Improve data quality;
o Improve the time correspondence of data;
o Increase the frequency of meter readings;
o Increase the number of energy drivers analyzed.
These are in roughly the right order of priority to optimize

benefit and cost. The first applies to quite basic systems,
the middle two can apply to both basic and computerized
systems and the fatter is particularly suited to
computerized systems.

12 Reporting and Communication
12.1 Context The energy management system will not succeed unless
its objectives, practices and results are not
communicated to individuals and groups from the entire
organisation.
12.2 Audience
Identification Firstly the communication audience should be identified
and classified. Internal communications and reporting
energy use usually takes place on a regular basis with:
o Senior management;
o Department heads and budget controllers;
o Members of the implementation team;
o Members of staff.
An organisational chart is useful to identify who needs

to report to, and to note what kind of report each person
will require and how often.
12.3 Information After the identification of the communication audience.

Targeting The following question should be answered:
“What does this individual or group of people
need or want to know and why?”
Only when this information is established the plan and
content of the communication method can be designed
e.g. letters, reports, memos, group discussions, debates
and problem-solving sessions.
Briefings should be kept short and simple. The message

should be focused on the key information. Ordinary
language should be used rather than technical jargon.
Key people of the organisation should be consulted

during the design of the communication method. Take in
to account the different needs and duties of key persons
of the organisation. The information required by a senior
manager is very different from the one of a line manager
or an operator.
A simple Communication Plan that provides the

necessary information is presented at the following table.

The secret to a successful reporting process is to keep it

simple and straightforward.
12.4 Achievement An essential part of internal communication is

Recognition achievement recognition because it maintains
motivation and provides incentive for participation.
Furthermore the realisation of achievements by top
management guarantees the commitment and constant
support to energy management.
Recognizing the accomplishments of individuals and

teams is the key for sustaining support and momentum
for energy management initiatives.
Rewarding particular efforts sets the example for what

constitutes success and helps motivate employees
through increased job satisfaction. Recognition can
strengthen the morale of everyone involved in energy
management.
External recognition and communication may be useful

since not only it provides satisfaction to those involved
in energy management, but it can also enhance the
organization's public image. A solid reputation
contributes to competitive advantage by making the
organization more attractive to customers, current and
potential employees, lenders, business partners and
other stakeholders.

13 Energy Management Review
13.1 Context The organisation’s management should periodically

review the energy management system results to ensure
its continuing suitability, adequacy and effectiveness and
to evaluate its performance via benchmarking.
The review process should ensure that the necessary

information is collected to allow management perform this
assessment. The review results should be documented.
The management review should address the possible
need for changes to energy policy, objectives and
practices, in the light of energy audits results, changing
conditions and the commitment to continual improvement
of energy performance.
13.2 Energy An efficient way of reviewing energy management is via

Management the use of the Energy Management Matrix. This method
Matrix was introduced by system was introduced by BRESCU in
1993.

The Energy Management Matrix provides an effective way

to gain insight into a company’s current approach to
energy matters. It can then be used regularly to simplify
efforts to identify important energy saving activities that
can improve the energy efficiency of the organisation.
Each column of the Matrix deals with one of six crucial

energy management issues: energy policy; organising;
staff motivation; tracking, monitoring and reporting
systems; staff awareness/training and promotion; and
investment. The ascending rows, from 0 to 4, represent
the increasingly sophisticated nature of these issues.
The aim should be to move up through the levels towards

current best practice and, in doing so,develop an even
balance across all columns.
ª Level 0: Energy management is not on the

organisation’s agenda. There is no energy
management policy, no formal energy
management structure, no means of reporting, and
no specific person in charge of energy use.
ª Level 1: Small steps towards energy management.

While there is no official energy management
policy, an energy manager has been appointed.
The energy manager promotes an awareness of
energy matters via a loose network of informal
contacts with those directly responsible for energy
consumption. This person also responds to
requests for advice on an ad-hoc basis.
ª Level 2: Energy management is acknowledged as

important by senior management but, in practice,
there is little active commitment or support for
energy management activities.
ª Level 3: Senior managers acknowledge the value

of an energy reduction program. Energy
consumption issues are therefore integrated into
the organisation’s structure. There is a
comprehensive information system and established
system of reporting. There is also an agreed

system for energy management and investing in

energy efficiency.
ª Level 4: Energy consumption is a major priority

throughout the organisation. Actual performance is
monitored against targets and the benefits of
energy efficiency measures calculated.
Achievements in energy management are well
reported and energy consumption is related to its
impact on wider environmental issues. Senior
management is committed to energy efficiency.
Consider each column individually. Place a mark in each

column that best describes where the company is
currently located. (This can be within or between cells.)
Join the marks across the columns. This will describe the
organisation’s approach to energy management, and
provide an overall indication of how well balanced energy
management is within the organisation.
The peaks represent where current effort is most

sophisticated. The troughs indicate where the company is
least advanced. Don’t be concerned if the ‘line’ is uneven;
this is not unusual and is the case in most organisations.
The Matrix will identify those aspects where some further

attention is required to ensure energy management is
developed in a rounded, effective way. It will also assist in
organising an energy management system.
L Policy Organisation Motivation Monitoring Awareness Investment

4
Balanced Matrix
3
2
1
0
Unbalanced Matrix

13.3 Action Plan The Action Plan is an essential part of the energy
Review management system which must be reviwed at least on
annual basis. This review should look at the
effectiveness of the action plan.
Where activities and projects are successful, best

practices should be documented and shared
throughout the organization. Where goals were not met,
the causes should be determined and corrective or
preventive actions should be taken.
Key steps in reviewing the action plan include:

ª Get feedback - Solicit feedback and ideas on the
plan from the people involved in energy
management, the implementation staff, and
other departments.
ª Gauge awareness - Assess changes in
employee and organizational awareness of
energy issues.
ª Identify critical factors - Identify factors that
contribute to surpassing or missing targets.
ª Quantify side benefits - Identify and quantify, if
possible, side benefits arising from energy
management activities such as employee
comfort, productivity improvement, impact on
sales, reduced operation and maintenance
expenses, or better public/community relations.
Action plan review involves a commitment of resources,

but also has many advantages:
ª Creates insight for new actions (technologies /
practices / programs).
ª Avoids repeating failures by identifying activities
that were not as effective as expected.
ª Assesses the usefulness of the tracking system
and other administrative tools to ensure better
management and evaluation.
ª Provides staff the opportunity to contribute to
and understand the process of energy
management.
ª Provides specific success stories and financial
results to communicate to stakeholders inside
and outside the organization.

13.4 Management This review process should also identify the obstacles
Review Results and opportunities for improvement. Obstacles should
be overcome and opportunities should be exploited.
Some indicative, common obstacles of energy
management are presented below:
o Lack of real top management commitment

o Lack of human or economic ressources
o Lack of motivation or incentives
o Poor quality of information
o Insufficient monitoring of energy consumption
o Insufficient communication and reporting
There is no one plan for improvement which suits all

organisations. Each organisation should identify its
obstacles, explore its opportunities and build on its
strengths in order to achieve continuous improvement.
The conclusions of the review should be clear, simple

and important regarding energy efficiency and cost
savings. The results of the review should be
communicated internally through the appropriate
information channels in order to achieve recognition
and awarness.

14 Reference
1. GIR 013 Reviewing Energy Management – ETSU
2. GPG 084 Managing and Motivating Staff to Save Energy – ETSU
3. GPG 148 Energy Efficiency Training and Development – ETSU
4. GPG 112 Monitoring and Targeting in Large Companies – ETSU
5. GPG 125 Monitoring and Targeting in SMEs – ETSU
6. GPG 148 Monitoring and Targeting in the Textile Industry – ETSU
7. GPG 231 Information System for Energy Management – ETSU
8. GPG 235 Managing People, Managing Energy – ETSU
9. GPG 306 Energy Managmement Priorities – ETSU
10. Managing Energy a Strategic Guide for SMEs – SEI
11. Developing an Energy Management System – EPA Victoria
12. Energy Certification Scheme for SMEs – AUDIT II
13. Energy and Environmental Management – AUDIT II
14. Monitoring and Evaluation – AUDIT II
15. Energy Management System Guidlines – Energy Star
16. EMAS Energy Efficiency Toolkit for SMEs – EC DG Environment
17. Energy Management System Specification and Guidance – Novem
18. Danish Energy Management Standard – Danish Standard Association

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EUROPE INTELLIGENT

EMS-Textile Project: Promotion of Energy

ENERGY MANAGEMENT GUIDELINES

Energy Management Guidelines Contents

Energy Management Guidelines Contents ......................................................1

Energy Management Guidelines 1

7.2 Action Plan Preparation ...................................................................24

Energy Management Guidelines 2

11.6 Specific Energy Consumption vs. Production Chart ..................46

Energy Management Guidelines 3

Energy Management Guidelines 4

Energy Management Guidelines 5

2 EMS – Textile Contacts

Hellenic Fashion Industry Association (GR)

CITEVE - Centro Tecnológico Das Indústrias Têxtil e do Vestuário (PT)

AITEX - Instituto Tecnológico Textil (ES)

Black Sea Regional Energy Center (BG)

Bulgarian Association of Apparel and Textile Producers and Exporters

Energy Management Guidelines 6

3 Energy Management Standard

Energy Management Guidelines 7

and requires minimum documentation. It can be implemented alone or in

3.2 Normative References

Energy Management Guidelines 8

Energy Management Guidelines 9

3.4 Energy Management System Requirements

Energy Management Guidelines 10

The energy audit and its revisions should be documented.

Legal and Other Requirements

Energy Performance Targets

Implementation and Operation

Energy Management Guidelines 11

Top management should provide resources essential to the implementation

Awareness Raising and Capacity Building

Communication and Motivation

Energy Management Guidelines 12

Energy management System Documentation

Energy Management Guidelines 13

ª design, modification and renovation of facilities

Checking and Acting

Periodic Energy Audits

Energy Management Guidelines 14

ª provide benchmarking information

Energy Management Guidelines 15

4 Energy Management Overview

4.2 Energy Policy The Energy Policy expresses the organisation’s

Energy Management Guidelines 16

4.6 Training Training provides the necessary knowledge on how to

4.7 Monitoring and The monitoring of the energy performance indicators

4.9 Management The energy management review evaluates the overall

Energy Management Guidelines 17

1. The Walk-Through Energy Audit is mostly used

Energy Management Guidelines 18

5.3 Data Structured data collection is fundamental to the energy

By simply gathering appropriate information, a clearer

Having collected invoice data, the energy manager will

The following options exist:

As a next step, the energy manager will identify areas

The measurement location depends on the structure of

Energy Management Guidelines 19

The system analysis is only as good as the quality of the

There is little point ensuring that a meter is 100%

It is highly important that follow-up calculations and the