il ruolo dell'energy manager
DESCRIPTION
L'evoluzione del ruolo dell'energy manager negli anni, fra storia e strumentiTRANSCRIPT
www.fire-italia.org L’evoluzione del ruolo dell’energy managerDario Di Santo, FIRE
Convegno FIRE “L’energy manager: una risorsa preziosa ancora da valorizzare” 13 marzo 2012, Roma
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La Federazione Italiana per l’uso Razionale dell’Energia è un’associazione tecnico-scientifica che dal 1987 promuove per statuto efficienza energetica e rinnovabili, supportando chi opera nel settore.
Oltre alle attività rivolte ai circa 500 soci, la FIRE opera su incarico del Ministero dello Sviluppo Economico per gestire le nomine e promuovere il ruolo degli energy manager nominati ai sensi della Legge 10/91.
La Federazione collabora con le Istituzioni, la Pubblica Amministrazione e varie Associazioni per diffondere l’uso efficiente dell’energia ed opera a rete con gli operatori di settore e gli utenti finali per individuare e rimuovere le barriere di mercato e per promuovere buone pratiche.
Cos’è la FIRE
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Certificazione EGE Esperti in Gestione dell’Energia
UNI CEI 11339
www.secem.eu Rivista Gestione Energia
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Progetti e collaborazioni FIRE
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www.hreii.eu www.enforce-een.eu
www.ener-supply.eu
www.soltec-project.eu
www.esd-ca.eu
Oltre a partecipare a progetti europei, la FIRE realizza studi e analisi di mercato e di settore su temi di interesse energetico, campagne di sensibilizzazione e informazione, attività formative a richiesta. Fra i soggetti con cui sono state svolte delle collaborazioni si segnalano l’ENEA, il GSE, l’RSE, grandi aziende, università, associazioni, agenzie e enti fieristici.
Fra i progetti conclusi:- www.e-quem.enea.it - www.eu-greenlight.org- www.enerbuilding.eu- Eurocontract- ST-Esco
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L’energia è vita
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0 500 1000 1500 2000 2500 3000 3500 4000
L’era degli idrocarburi di massa: anno più, anno meno
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L’energia è sempre stata associata allo sviluppo...
L’energia è... scolarizzazione, benessere, comfort, trasporti, rete... ma anche disuguaglianza, inquinamento, risorse limitate...
Una sfida non solo energetica
Fonte delle figure sopra e a fianco: Unesco.
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La storia ci insegna... il problema è imparare...
In passato in molti hanno sottovalutato il problema energetico, talvolta lasciando ampi spazi agli storici per ragionare sugli usi delle fonti disponibili...
L’efficienza energetica e le fonti rinnovabili non possono essere solo slogan. L’energia, il motore del nostro futuro, ne ha bisogno.
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Efficienza l’altroieri
Cosa accadde nel mezzo del boom?
Fra il 1973 e i primi anni ’80 la crisi petrolifera “lanciò” attori come gli energy manager e le ESCo e costrinse ad alcune rinunce.
In Italia vennero emanate la legge 373/1976 e la legge 308/1982, che per prima introdusse anche l’obbligo di nomina degli energy manager.
Ciononostante non si riuscirono a varare né il programma nucleare, che anzi naufragò dopo Chernobyl, visto che le centrali che entrarono in funzione erano progetti precedenti alla nazionalizzazione del comparto elettrico, né politiche serie sull’efficienza e le fonti rinnovabili.
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Efficienza ieri
E negli anni ’90?
A livello legislativo il quadro viene definito dalle leggi 9/1991 e 10/1991, due pietre miliari per la generazione distribuita e l’efficienza, purtroppo non applicate come previsto.
A livello di forniture si operava in condizioni di monopolio. Alle aziende bastava fare l’ottimizzazione dei contratti (scegliendo potenza e capacità), che spesso non si prendeva in considerazione visto il prezzo del petrolio.
L’efficienza energetica e le fonti rinnovabili interessavano i grandi soggetti e alcuni entusiasti. Gli energy manager ritornano in campo con la legge 10/91, ma non decollano.
0
20
40
60
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100
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gen 1974 gen 1978 gen 1982 gen 1986 gen 1990 gen 1994 gen 1998 gen 2002 gen 2006 gen 2010
Monthly Imported Crude Oil Price
Nominal Price Real Price (gen yyyy $)
Dollars per barrel
EIA Short-Term Energy Outlook, gennaio yyyy
Forecast
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Efficienza oggi
La liberalizzazione dei mercati ha stravolto il settore. Non è chiaro se abbia portato a reali benefici economici per le imprese, ma di sicuro ha comportato una complicazione delle attività degli uffici acquisti e spesso degli energy manager.
In compenso ha preso piede la misura, almeno nel settore elettrico, e questo ha generato un aumento di interesse nei confronti dell’efficienza e delle rinnovabili. Dalla misura alla building automation, alla domotica e alle smart grid il passo è breve, accompagnato dall’ICT.
Le politiche europee, le etichette e il prezzo del petrolio, in salita dal 2005 al picco della crisi del 2008, hanno stimolato un livello di attenzione nuovo e l’avvio di un promettente mercato.
La crisi economico-finanziaria ha frenato il settore, senzadeprimerlo, mentre gli energy manager e le ESCo sonotornati in auge.
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I motivi per cui occorre cominciare a promuovere seriamente l’efficienza energetica sono i seguenti:
il prezzo dell’energia aumenterà nel tempo, aspetto su cui concordano quasi tutti gli analisti, pertanto conviene efficientare edifici e impianti prima possibile, per potersi trovare in una posizione più competitiva quando ciò accadrà (imprese) o più lontani da condizioni di fuel poverty (cittadini);
la presenza di imprese italiane nel settore dell’efficientamento energetico è forte e dunque la promozione delle relative tecnologie ha ricadute importanti sul comparto industriale sia a livello nazionale, sia a livello internazionale;
gli obblighi sono un compromesso seguito a una lunga concertazione; superarli significa migliorare l’ambiente, g a r a n t i r e u n a m a g g i o r e s i c u r e z z a a l i v e l l o d i approvvigionamenti e aiutare il Paese a sviluppare competenze su un settore cruciale a livello mondiale.
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L’efficienza energetica
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I costi delle soluzioni per la sostenibilità
Fonte: Piano efficienza UE 2011.
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EN 11 EN
F igure 2. Overall cost-curve for energy efficiency options of end-use sectors in the E U27 in 2020. Energy savings are expressed in final energy units. Energy savings (X -axis) are relative to the baseline (source: E C F study based on F raunhofer et al., 2009).
Energy sector also offers possibilities for energy efficiency improvements in the processes of energy transformation and also for increased utilization of recoverable energy. In addition, as energy utilities are the closest to the final energy consumers and have information on the energy use of their clients, they could be used as an interlocutor to realize energy savings potential in the demand side.
Increasing transformation efficiency can be achieved by using technologies that better transform primary energy into final useful energy. 58% of EU-27 electricity is produced in conventional thermal power plants. Around half of this electricity comes from coal-fired power plants and the rest is mainly produced based on gas combu������������������ ��������plants operate at 36-38% of thermal efficiency while the best available technologies (BAT) deliver an average efficiency of 46%. Gas-fired plants operate at an average of 47% efficiency, while BAT are on average 59%.
Another way to increase the efficiency of electricity generation is to use the heat that is generated by using it in co/tri-generation and district heating/cooling. Cogeneration can achieve 80�90% efficiency, if all savings, including the avoided network losses are calculated. The existing economic potential is largely underused and the less than optimal utilization of combined heat and power will grow even more pronounced in the future.
As regards heat production, the overall thermal energy production efficiency of the EU is around 40%. Reference technologies in heat-only-boilers provide a range of operational efficiencies from 70% in the case of biogas to 90% for natural gas, while best available technologies can deliver even higher performances.
District heating and cooling (DHC) is particularly well placed to use the residual heat produced in industrial sources. DHC, especially in combination with cogeneration, could
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Fonte: “Energy savings 2020”, Ecofys 2010.
Per questo l’Energy efficiency plan 2011 pubblicato a marzo richiede uno sforzo importante ai Paesi membri e lancia la proposta di direttiva che sarà discussa a breve in Parlamento.
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Efficienza e 2020 in Europa
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Le barriere
Fonte: IEA 2010.
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602 PART THE TRANSITION FROM PRESENT TO 20502
barriers to their adoption. Among the factors that influence household decisions to adopt new technologies are the time and inconvenience associated with searching for a better product, collecting and assessing information, and completing the transaction. Consumer perceptions of the potential risks associated with the shift to more efficient technologies may also impede their adoption. Policies can make energy-efficient technologies more attractive to would-be adopters (Figure 16.5).
Figure 16.5 � Impact of policies on different costs relating to technology choices
Impacted by policies,
programmes, awareness, and by
shifting preferences – all roughly
approximated by the “hurdle rate”
or the “implicit discount rate”
Impacted by policies, R&D
programmes, experience, growing
expectations, and new innovations
CapitalCapital
Fuel
Fuel
Standardtechnology
Efficienttechnology
Informationcosts
Search costs
Preferences,perceived risk
Transactioncosts
Cost
or
cost
equiv
ale
nt
Source: Laitner (2009).
Key point
Policies and programmes must identify and address the hidden costs associated with energy-efficient technology adoption.
Overcoming the costs and risks associated with new technologies is an important step towards increasing technology adoption; however emerging social science research suggests that it is unlikely to be sufficient and that other factors play equally important roles. This research highlights the emergence of successful consumer-focused programmes and policies that target, inform, motivate and empower energy users.
Targeting people and behaviours. The would-be adopters of more energy-efficient technologies present a diverse range of attitudes, interests, values, motivations and resources. Successful community-based social marketing
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La FIRE ha avviato nel 2011 ha svolto uno studio approfondito sulle barriere non economiche
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Le ragioni principali per cui l’efficienza energetica non trova gli sbocchi possibili:
il basso impatto per gli utenti finali della spesa energetica su quella complessiva, salvo i pochi energy intensive;
il fatto di essere costituita da molteplici soluzioni diverse per caratteristiche (svariati settori di intervento), taglia (dal micro al macro), innovatività (mix di soluzioni note e recenti) e prestazioni (la stessa tecnologia può dare risultati positivi o negativi a seconda di dove e come è installata), che la rende difficile da illustrare e comprendere, e dunque da promuovere e da finanziare, in tempi brevi;
i tempi di ritorno degli interventi più strutturali relativamente lunghi, e dunque difficili da accettare per le aziende e i cittadini in assenza di misure adeguate di supporto.
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Le barriere
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Un energy manager, come suggerisce il termine, ha il compito di gestire ciò che riguarda l’energia all’interno di un’azienda o di un edificio, verificando i consumi, ottimizzandoli e promuovendo interventi mirati all’efficienza energetica e all’uso di fonti rinnovabili.
Questo si traduce in un ruolo differente a seconda delle caratteristiche dimensionali della struttura considerata:
nel caso di un’organizzazione complessa, l’energy manager sarà un dirigente alla guida di un gruppo di persone di estrazione prevalentemente tecnica;
nel caso di aziende ed enti di piccole dimensioni si tratterà o di un consulente esterno con competenze tecniche;
nel caso di una residenza, non essendo pensabile un consulente dedicato a causa dei costi, la funzione può essere svolta da reti di supporto (e.g. associazioni di consumatori, punti energia e agenzia, etc.) o da chi rilascia la certificazione energetica.
Nell’ultimo caso è più che altro un energy auditor, nel secondo in genere continua a mancare la parte gestionale e prevale l’aspetto tecnico. 15
L’energy manager
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Le funzioni dell’energy manager:verificare i consumi attraverso audit ad hoc o, se disponibili, tramite i report prodotti da sistemi di telegestione, telecontrollo e automazione;ottimizzare i consumi attraverso la corretta regolazione degli impianti e il loro utilizzo appropriato dal punto di vista energetico;promuovere comportamenti da parte dei dipendenti e/o degli occupanti della struttura energeticamente consapevoli;proporre investimenti migliorativi, possibilmente in grado di migliorare i processi produttivi o le performance dei servizi collegati;contrattare l’acquisto di energia elettrica e altri vettori energetici, eventualmente promuovendo la corretta gestione dei carichi elettrici in modo da evitare punte di potenza che comportino costi maggiori;collaborare con l’ufficio acquisti per promuovere procedure che promuovano i cosiddetti acquisti verdi (green procurement) e l’acquisto di macchinari caratterizzati da bassi consumi energetici e dunque bassi costi di gestione (life cycle cost analysis – LCCA). 16
L’energy manager
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Il responsabile della legge 10/91
La figura dell’energy manager nasce nel settore industriale sulla spinta delle crisi energetiche degli anni 70.
Si tratta fondamentalmente di una figura deputata a rendere efficienti gli usi energetici all’interno delle aziende, agendo come supporto ai decisori.
In Italia la figura è spesso collegata al responsabile per la conservazione e l’uso razionale dell’energia. La legge 10/91 all’art. 19 obbliga le aziende del comparto industriale con consumi annui superiori ai 10.000 tep e quelle civili oltre i 1.000 tep alla nomina del responsabile.
Funzioni del responsabile: individuare azioni, interventi, procedure e quant'altro necessario per
promuovere l'uso razionale dell'energia; assicurare la predisposizione di bilanci energetici in funzione anche
dei parametri economici e degli usi energetici finali; predisporre i dati energetici di verifica degli interventi effettuati con
contributo dello Stato.
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Il responsabile della legge 10/91
Altre funzioni del responsabile: verificare l’attestazione ex legge 10/91 sui progetti edilizi; predisporre progetti collegati ai titoli di efficienza energetica; svolgere il ruolo di controparte nel caso di appalti pubblici.
Fondamentalmente l’EM è richiesto per risparmiare sui costi energetici aziendali.Costi sempre secondari rispetto al core business aziendale.
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I problemi dell’energy management
Non c’è politica aziendale
Non c’è l’organizzazione
Non c’è l’energy manager
Mancano i soldi e/o il tempo
Problema “0”
Problema 1
Problema 2
Problema 3
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Fra le maggiori difficoltà si possono citare:la necessità di confrontarsi spesso con persone non tecniche, sia sul fronte dei decisori aziendali, sia su quello dei colleghi preposti ad altre mansioni, che richiede la capacità di esporre in termini semplici i concetti tecnici;l’esigenza di dover dialogare con altre funzioni aziendali, in quanto l’energia è di per sé un tema orizzontale, che coinvolge chi acquista elettricità e altri combustibili, ma anche macchinari e dispositivi (chi si occupa della manutenzione dei sistemi, chi progetta gli edifici e gli impianti, chi scrive le specifiche delle gare, gli uffici legali, e così via).
Per essere affrontati in modo vincente il primo punto richiede soprattutto qualità personali, il secondo il coinvolgimento e l’impegno dei vertici aziendali, che devono creare le condizioni affinché l’energy manager possa operare al meglio e trovi la necessaria collaborazione.
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L’energy manager
La ISO 50001 offre una buona risposta alla maggior parte dei problemi. Ovviamente occorre che sia applicata in modo corretto.
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Le possibili soluzioni dell’energy management
ISO 50001
ISO 50001
ISO 50001 ESCo e EPC
Problema “0”
Problema 1
Problema 2
Problema 3
Diventa fondamentale la sensibilizzazione dei decisori aziendali.
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Il quadro riassuntivo
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ISO 9001
ISO 14001
EN 15900 SEE
UNI CEI 11352 ESCo
UNI CEI 11339EGE Diagnosi
Energetiche
Benchmarking
ISO 50001 SGE
Alla EN 16001 si affiancano altre norme che certificano:
le ESCO e gli esperti in gestione dell’energia (EGE);
i servizi per l’efficienza energetica (EN 15900);
in futuro le diagnosi energetiche e il benchmarking.
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Fonte: John O’Sullivan, SEAI, Eceee summer school 2011 proceedings.
PANEL 3: ENERGY USE IN INDUSTRY
ECEEE 2011 SUMMER STUDY • ENERGY EFFICIENCY FIRST: THE FOUNDATION OF A LOW-CARBON SOCIETY 747
3-375 O’SULLIVAN
DISSEMINATION OF BEST PRACTICES!e EAP focuses on the development and demonstration of best practices in energy e"ciency. !e process to generate and control energy savings is the EN16001 management system. !e LIEN is used to replicate and standardise best practices and successes. All work is relevant to any energy users and therefore the dissemination will extend to outside the LIEN to the Small and Medium Enterprises and the Public sector.
Special project initiativesSEAI is committed to undertaking Special Project Initiatives annually. !ese initiatives have an ultimate goal of stimulating further activity by Energy Agreements members, the LIEN and ultimately any relevant business or public-sector organi-sations.
!ese SEAI-led projects may take a variety of formats; the most common is a working group – referred to as a Special Working Group (SWG). Projects focus on a technology-energy user, new methodologies or a speci#c sector. !e projects take a course of concept development, researching, testing, and the application of any new or existing methodological approaches to energy-e"ciency. !rough this process, a body of knowl-edge is developed, while the desired outcome is to replicate and standardise whatever proves successful. Project outputs may be
demonstrated project solutions, new tools or methodologies, and EnMS resources.
!e projects follow a process of Piloting, Implementation, Replication and Standardisation initiatives. Where best practic-es are established, they are proliferated or tested in demonstra-tion projects. In many cases, new best practices are developed. !e initiatives are broken into smaller, manageable projects, referred to as Spins (analogous with Deming’s plan-do-check-act {PDCA} continuous-improvement cycle). !is approach allows large projects to be split into manageable time periods in which the project team can change according to the overall objective, scope of work and the motivations. Lessons learned from each Spin are integrated into the objectives and scope of work for the next cycle.
Projects undertaken since 2007 are listed in Table 3. !e Agreements Support Manager has a responsibility to continu-ously disseminate the output insofar as this is relevant to the company members they support.
Selected project insightsBrief summaries of selected Special Project Initiatives follow below. !is paper is not intended to give a detailed synopsis of each project but rather to highlight the bene#ts of the process and the types of deliverables that can be produced. Information
Table 1: Outline of programme elements.
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Contents Keywords Authors
Una best practice: l’esperienza irlandese
Lien: large industry energy network, 168 aziende, 70% consumi
EAP: energy agreements programme, 80 aziende, 100 EN 16001
Push: obbligoPull: stimolo
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Fonte: John O’Sullivan, SEAI, Eceee summer school 2011 proceedings.Una best practice: l’esperienza irlandese3-375 O’SULLIVAN
748 ECEEE 2011 SUMMER STUDY • ENERGY EFFICIENCY FIRST: THE FOUNDATION OF A LOW-CARBON SOCIETY
PANEL 3: ENERGY USE IN INDUSTRY
and resources developed, including case studies, are available on the SEAI website: http://www.seai.ie/Your_Business/Large_En-ergy_Users/ (SEAI, 2011a), (SEAI, 2011b).
HVAC SPECIAL WORKING GROUP (EXAMPLE TECHNOLOGY PROJECT)!is is a technology-based project on HVAC (Heating, Ven-tilation and Air Conditioning). In many industries – in par-ticular, pharmaceutical, biotechnology, electronics and medical – HVAC may account for 20 % to 80 % of the total energy bill. !e opportunity for cost saving is tremendous, but the regula-tory aspects of the businesses and the substantial risks asso-ciated with changes in environmental conditions are barriers to implementing change. !e HVAC Special Working Group (SWG) has moved through three Spin cycles, and at the time of writing is commencing the #nal phase. !is phase is focused on further replication and standardisation of work completed through the LIEN and beyond. !e phases of the project, with the main work content, are outlined in Figure 3.
!e aim of the project is long-term HVAC savings that will be taken up by the LIEN. !e direct members of the project bene#ted from the identi#cation of savings through assess-ments, benchmarking and special investigations, which is a strong indicator of the savings potential when replicated. !ere is a commitment to implement 53 % of these projects; other projects require further special investigation.
!e #nal phase of the project will focus on the prolifera-tion of all resources and knowledge developed. One means of achieving this will be through the Agreements Support Man-ager function. !is will include mentoring and assisting com-panies implementing projects that are fundamentally challeng-ing either the energy-service requirement, process or control strategies for HVAC systems.
!e Agreements Support Managers will promote special-in-vestigation activity and will mentor EN16001 implementation, incorporating these best practices.
Table 2: Programme model elements.
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Contents Keywords Authors
Push: obbligoPull: stimolo
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Efficienza
Barriere
EM e EMS
Best practices
Conclusioni
Fonte: John O’Sullivan, SEAI, Eceee summer school 2011 proceedings.Una best practice: l’esperienza irlandese
Tool per collegare SGE con Six Sigma, Lean manufacturing, Kaizen e processi in generale
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Efficienza
Barriere
EM e EMS
Best practices
Conclusioni
Fonte: John O’Sullivan, SEAI, Eceee summer school 2011 proceedings.Una best practice: l’esperienza irlandese
PANEL 3: ENERGY USE IN INDUSTRY
ECEEE 2011 SUMMER STUDY • ENERGY EFFICIENCY FIRST: THE FOUNDATION OF A LOW-CARBON SOCIETY 755
3-375 O’SULLIVAN
re!ection of performance covering a 15-year period that includes periods of both strong growth and rapid decline.
• "e LIEN members that were active and reported in 2000 and in 2009 have achieved savings of 14 % over that pe-riod. "is group of companies includes those that recorded the largest drops in output and consequently in energy ef-$ciency.
• "e LIEN members that were active and reported in 2005 and in 2009 have achieved savings of 17 % over that period. "is plot is the only series that did not report a drop in en-ergy performance from 2008 to 2009. "e EAP launched in 2006, introducing the EnMS approach. 95 % of EAP members reported, in comparison with 59 % of LIEN-only members; therefore, there is strong evidence that the EnMS approach is more e%ective.
Evidence of maturing EnMS and action?Energy project activity was categorised by the companies ac-cording to the EED Venn Diagram (see Figure 4) over the past three years. It is proposed that projects that challenge the requirement for energy or that implement fundamental proc-ess changes that demand less energy are evidence of stronger action and a maturing energy programme. "e data collected suggests that this trend is evident and increasing.
HISTORICAL DATA ANALYSISAs the network is continually evolving, it is di&cult to present cumulative percentage energy savings over a long period of time in a meaningful form. "e performance of companies that are new to energy management and that of companies with relatively mature energy management can be very di%erent. In addition, the companies have a natural cycle of product devel-opment. To $lter this e%ect, in Figure 6, the energy perform-ance trend of $xed member groups across three time periods is presented: 1995–2009, 2000–2009 and 2005–2009.
"e analysis demonstrates substantial energy savings. It also shows how energy-e&ciency gains are realised through operational improvements in periods of strong growth. Con-versely, however, it also demonstrates how energy perform-ance is subject to erosion during periods of reduction of production output over a short period. "ese savings are not necessarily lost, however; they can recovered when volume returns or through restructuring so as to regain operational improvements.
"e analysis gives rise to the following conclusions:
• "e LIEN members that joined in 1995 have achieved sav-ings of 31 % in comparison to 1995 e&ciency levels "ere was a notable drop in 2009 as a large proportion of the origi-nal members are those companies that recorded the largest drops in output. "e 31 % improvement is the most accurate
Table 10: LIEN energy performance summary – 2009.
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Figure 6: LIEN historical energy performance.
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3-375 O’SULLIVAN
756 ECEEE 2011 SUMMER STUDY • ENERGY EFFICIENCY FIRST: THE FOUNDATION OF A LOW-CARBON SOCIETY
PANEL 3: ENERGY USE IN INDUSTRY
the Agreements Support Managers. !ere is a requirement for members to consider applicability as an ‘other’ requirement un-der the clause Legal and Other Requirements of their EnMS. Es-tablished best practice can easily be standardised by the EnMS through Operational Control procedures.
!e programme is also in"uential through developing infor-mation and new tools that the energy-services market could integrate as a business-service o#ering. !e new methodolo-gies developed by SEAI will require further demonstration to standardise.
!e Energy Agreements programme is now completing its $%h year. During this time EnMS users have become much more pro$cient in its use and substantial savings have been achieved. !e EnMS should also be continuously improved and be integrated further into an organisation’s business and operations management activities. Its business case and return on investment should be continuously challenged. Some com-mon questions asked are: What’s next now that we are certi-!ed? Can we do this work without the cost of certi!cation? How can it be developed further?. !ese are important questions. A strategy employed is the Energy Management Maturity Model; this will initially help to highlight the extent to which an EnMS can be developed. Speci$cally, it can be a means to develop a roadmap for development within the overall energy master planning process. As a minimum, the information that is em-bedded within the model can be used to impart knowledge to the users. Over time, as the maturity model is deployed, a correlation can be tested between a level of maturity and the level of sustained energy-performance improvement. It is also suggested that this may be a very useful tool to benchmark and uncover new experiences on the use of EnMSs across sectors and countries. !is may prove particularly interesting with the publication of the new ISO Energy Management Standard – ISO50001.
!e business case for an EnMS poses a $nancial barrier to its take-up within SMEs due to the scale of energy expendi-ture. !e EnMS, however, is best practice, and as a minimum its processes should be implemented and maintained. !e currently labelled Operation Optimisation using EED Meth-odology, outlined above, is very much in development stage; however, it is proposed as a countermeasure that provides an alternative to a traditional energy audit, while building the fundamental requirements of an EnMS in its implementa-tion.
!e SEAI strategy for large business uses the EnMS as best practice and it is central to all activities. SEAI is developing
Discussion!is paper has provided insights into the approach that the SEAI is taking towards large industry in Ireland and into the energy performance improvements that have been achieved. Although this paper focuses on the strategy for large industry, the achievements are relevant to a much wider audience, since best-practice outcomes, as applicable, can be disseminated and used by all sizes and sectors.
Companies that have been LIEN members for over 15 years have improved energy intensity by over 30 % in that period. A 2 % per year average improvement is comparable with out-comes of best practice achieved through Long-Term Agree-ments on Energy E'ciency (SenterNovem 2008, 2010; Gud-bjerg et al, 2009). While a carbon tax has been introduced in Ireland, there is no tax rebate link through the EAP. It is widely accepted that a package of measures that includes an agreements-linked tax-exemption mechanism would be more e#ective that a carbon tax alone. !e EAP o#ers a strong frame-work on which to build the appropriate incentive, compliance and veri$cation structures, and it could be readily adapted in the future should these be introduced.
!e Energy Agreements structure was introduced in Ire-land in 2006, centred on the energy-management systems ap-proach. It appears from data collected that it has accelerated the pace of improvement in energy intensity. !is is evident in the trend of energy performance improvement, particu-larly during a period of considerable reduction in production from 2008-2009, while users report that 67 % of energy project activity was driven by their EnMS processes. Although some benchmark comparisons can be made with the Netherlands, Sweden and Denmark and despite long-term agreements and audit-based schemes being relatively commonplace, it is dif-$cult to make concise benchmark conclusions. !is is due to the transparency of information available and no consistent measurement method.
Special Investigations are pivotal to the continuous-improve-ment process in that they challenge energy requirements and uncover deeper energy-e'ciency opportunities. !e pace of improvement will depend on the activity of special investiga-tions within the programmes. Special investigations should be continually instigated by the energy user. SEAI plays a strong role here and is quite in"uential in this regard through the special project initiatives that discover new investigation op-portunities. !e information is available through a variety of documentation formats, then disseminated and mentored by
Table 11: Reported energy projects by category.
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67% dei risparmi legato all’SGE!
I risparmi continuano a crescere anche nelle aziende
partite per prime coll’SGE
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Efficienza
Barriere
EM e EMS
Best practices
Conclusioni
Efficienza domani
Sarà una questione di lampade (ossia di tecnologie) e di regole (ossia di magia, in un Paese come il nostro)...
Le condizioni ci sono, ma servono u n q u a d r o d i regole stabile e tanta informazione e formazione.
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