1 / 8

Energy Efficiency Opportunities Engaging with and securing buy-in from key staff

Energy Efficiency Opportunities Engaging with and securing buy-in from key staff. 2012 EEO Workshop Sydney Tuesday 28 th August 2012 Dr Carl Williams Climate Change & Resource Efficiency Manager Downer Group. The Downer Group. People 23,000. Work-in-hand A$20 billion.

Download Presentation

Energy Efficiency Opportunities Engaging with and securing buy-in from key staff

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.


Presentation Transcript

  1. Energy Efficiency OpportunitiesEngaging with and securing buy-in from key staff 2012 EEO Workshop Sydney Tuesday 28th August 2012 Dr Carl Williams Climate Change & Resource Efficiency Manager Downer Group

  2. The Downer Group People 23,000 Work-in-hand A$20 billion Market capitalisation A$1.6 billion Divisions Downer Australia Downer NZ Downer Mining Downer Rail Sectors -Minerals & Metals - Oil & Gas - Power - Communications - Transport Infrastructure - Water - Social Infrastructure - Property

  3. The Assessment & Reporting Schedule (ARS) (Assessment Planning for the first 5 years of EEO – 2006-11) Developed in collaboration with external Consultants for Downer Group: • limited input by Downer • limited awareness of requirements by Downer • something to comply with - not a business imperative Result: • did not secure across the business buy-in to ARS by Downer • limited Senior Management drive to comply • rested with Zero Harm and Business Improvement enthusiasts Theoretical approach, limited practical considerations. BIG LEARNING CURVE FOR DOWNER…

  4. Outcomes from the First Assessment Cycle • Assessed 81% (over 2 PJ) of total Group energy consumption covering the (former) Works and Mining divisions • Over 300 energy reduction opportunities identified, representing- • potential annual energy savings of 200 TJ • and cost savings of around $5 million

  5. From Compliance to Business Improvement • Benchmarking was already in place and helping to deliver energy efficiency improvements • Statement from key divisional CEO- • “We don’t want to just satisfy the politicians, we need to use the energy data to improve the business” • Our skills in energy management developed quickly • Business Improvement Teams were in place in some areas - these helped drive some EEO initiatives • EEO initiatives have linked in well with Downer improvement programs such as F4B (where priority EEO projects are listed and progress reported)

  6. Developing an Energy Efficiency Framework Sustainability Policy • Drivers: • Legislation • Sustainability commitments & objectives • Operational efficiencies • Risk management • Reputation • Stakeholder & community expectations • Role/job descriptions (with KPIs) • Systems & Tools: • Strategic (blue sheet) process • Resource Efficiency Action Plans (high level, strategic document) • Facility/project Environmental Action Plans (site specific, operational documents) • Environmental STI (sets environmental performance targets) • Alignment with F4B program (procedures, forms, templates) Corporate Strategy Environmental Sustainability Objectives Environmental Sustainability Business Plan EEO Assessment Plan Compliance Environmental /business Improvement Projects (Action Plans) Reporting • Voluntary • CDP • Sustainability • Operational reporting • Regulatory • EEO • NGER

  7. Improvements to the EEO Program(Group level) • Platform dedicated to EEO on the Downer intranet, comprising: • guidance material relating to the program • relevant information and case studies for sharing • standardised templates/ pro formasfor capturing data, outcomes from workshops and assessments, and managing and tracking energy efficiency opportunities • divisional and facility-level plans, actions and achievements • reports tracking performance against the requirements of the EEO program • EEO awareness raising and educational campaign will be refreshed and enhanced:

  8. Improvements to the EEO Program(Divisional level) • Knowledge transfer from Mining and (former) Works divisions to build capacity within the divisions new to EEO • Further alignment of the EEO and F4B process across all divisions, including: • common templates and pro formas • common processes and analysis techniques • integrated Project Registers for EEO and F4B • F4B Innovation Awards also includes projects that have been identified through EEO • Initiatives to raise the profile of EEO and to improve the effectiveness of communicating EEO activities, including: • KPI/Environmental STI objectives included in Position Descriptions of key staff • tracking of energy improvements on Divisional Environmental Scorecards • regular EEO update e-mail covering: • progress of projects • case studies of successful EEO initiatives • new ideas will be reported (e.g. quarterly reports) • other channels such as CEO updates, F4B Hints and Tips, F4B monthly newsletter, Downer intranet

More Related