Energy Management Programmes – ISO 50001

ISO 50001 is the international standard for energy management programmes.

We work with both the private and public sectors to develop energy management policies and plans using the continuous improvement principles of 50001.

The process typically starts with a kick off meeting to explain the process and leaves participants with some reading and suggestions on how to put together an Energy Management Team.

This team must have senior management commitment to be successful and we then typically work with the team to develop an energy management policy and plan. The plan sets out the objectives and identifies the energy conservation projects that will be undertaken to achieve the policy objectives. Typically the team meets monthly.

In 2016 we worked with a major District Health Board in New Zealand to develop a policy and plan.  One of the important parts of the policy is to have a vision that everyone in the organisation can be inspired by. Part of the vision developed by the hospital was to generate 50% of the sites energy requirements through on-site renewable energy.  This is transformational and builds significant resilience.  No one knows exactly how we will achieve this target but we do know some of the initial steps we need to take as we iterate towards this vision.  See also the comments on this sites Continuous Improvement web page.

Compare this vision with what I often see in a typical policy that says something along the line of; “we will save 5 GWh by 2020”, or “we will reduce our energy use by 10% per annum”.  An inspiring vision is a key to making substantial and transformational progress and getting buy in from the whole organisation.

We also worked with Auckland International Airport as ECOsystems, to develop an Energy Management Policy and Plan which has been further refined over time and is published on their web site. Scroll to the bottom of the web page for a good example of a policy and plan: AIA Energy Management Policy and Plan

Feel free to contact us to explain the process we have developed as a result of completing this at the airport, a tertiary organisation, a District Health Board and a Council and having completed the first certification in energy management with the Energy Management Association of New Zealand.

Once the policy and plan are in place the key is implementation and this is perhaps the most common area of failure.  Using the scientific Continuous Improvement principles of Toyota Kata helps develop this culture within the organisation.