The Discovery Mill

WHAT TYPE OF ENERGY LEADER ARE YOU?

Do you know: “What type of energy leader you are? What level you want to be or need to be in the future?”

DISCOVER FOR YOURSELF AND GIVE YOURSELF AN EDGE   

A big thank you to everyone who took part in our first survey.  We have used the results to date to compile typical profiles for different types of energy leader – a simple tool that hopefully you can easily compare yourself against. 

The big idea is that by understanding behaviours, and seeing them in others, you will not only be able to use this to help improve your own performance but it will also help you to encourage and support colleagues to do the same.  

Do you see yourself in any of these profiles?

These generic profiles are not meant to criticise or degrade anyone in anyway.  They are presented in a raw, simple way as a collection of typical statements.  Please review behaviours that are appropriate to your role, organisation and personality (and you may want to keep your assessment of others to yourself!).

This is Version 1.  It will be continuously developed and improved as we get more input.

Level 1 – ‘It’s on most of the time’ 
Level 2 – ‘Toe the line’
Level 3 – ‘Everyday Champion’
Level 4 – ‘Smart Saver’
Level 5  – ‘Energy Leader’

LEVEL 1 – ‘IT’S ON MOST OF THE TIME’

Generally leaving things ‘on’ for maximum service or due to maintenance/reliability issues.

• Services can often be left ‘on’ all the time for a maximum level of service or because services can’t be turned off due to reliability and maintenance issues.
• “My actions don’t make a difference.”  ”I’ve seen it all before.”  ”Management never reacts to our ideas.”  ”We tried that and it didn’t work.”
• “We’re a 24/7 building so all services need to be left on 24/7.”  ”Where not in use, we do switch off some heating and air-conditioning systems overnight.”
• This approach is considered to be ‘very low risk’ as all (perceived) priority is on service (and not on environmental impact or energy as an operating cost).
• Unfortunately, we often find many more of us are in this category than we might think…
• Analogy:  They may choose to drive a ‘Rolls-Royce’ even though a much more economical car would do.

LEVEL 2 – ‘TOE THE LINE’

Active but low risk; energy seen as going against other objectives; it can be easy to find reasons not to act.

• Motivation for energy saving is more prominent, typically in line with business targets and priorities. Other opportunities are often targeted first as energy performance is not that well understood and is often considered too difficult and not ‘sexy’.
• “We look for ways to save costs.”  ”For energy and environment, what we do is driven by compliance as our reputation is important to the company.”
• “Colleagues can think energy management is a distraction, going against other operational objectives.”  ”There can be friction against making aggressive changes for energy.”
• Low risk initiatives often include: switching off plant at night, turning down thermostats and inverter drives (when one can).  Where still in place, control strategies are employed according to the design specification.
• When looking for future measures, as can be natural for many of us, Level 2 leaders can sometimes be cynical – finding reasons not to do things. The danger is that cynics can infect everyone around them which can lead to a lack of engagement across the team.
• Idea lists often include a quick fix with renewable energy options.  If operational efficiency and practice is poor, there can be a risk that actions can be tagged as ‘green wash’ or ‘eco-bling’.
• Analogy:  Working with Level 2 leaders, you may need to act as an ‘Agent Provocateur’ – as tackling energy efficiency may be perceived as a local ‘crime’.

LEVEL 3 – ‘EVERYDAY CHAMPION’

Switch if off, turn it down; proud to be a change maker; not always sure what to do.

• Everyday champions can thrive where organisational cultures are stronger, combining stronger personal reasons for doing things.  Level 3 leaders are self-motivated and can be effective change-makers on the ground.
• “I am passionate about energy & the environment.”  “We are proud of what we do.”  ”Team meetings are an opportunity to talk about energy.”
• “We’re doing the right thing.”  ”We can always do better”, taking advantage of the opportunity local champions can have for being best placed to lead up improvements.
• Best opportunities often come about from ‘switching it off’.  Lighting controls are employed to turn off lights after a time period once areas are unoccupied.  Other die-back control systems are used elsewhere.
• They take satisfaction from getting involved and enjoying what they do.  Energy savings campaigns are a great way to raise awareness.  Everyday champions like being recognised for success, though they can also be cautious about trying new things.
• There is a risk that they are not sure what to do; they can jump in, looking to respond quickly to ideas, sometimes spending hours trying to save pennies.  It’s wiser to focus your effort on an 80/20 basis – strategically targeting effort at the biggest savings.
• Level 3 leaders can also sometimes find it difficult to inspire and encourage colleagues to get involved – they can end up doing it all themselves.  The risk is that if they move on, there is no sustainable strategy in place and a lot of good progress can be lost.
• Analogy:  Reboot – a good approach is recommissioning, so making systems work as originally intended.

LEVEL 4 – ‘SMART SAVER’

The typical focus is on continuous improvement; more confident in their solutions; good at eliminating avoidable waste; investing for the longer term.

• Smart savers typically manage action plans that mix smaller and larger energy projects; supported by senior management commitment, availability of capital funds and stronger stakeholder communication & reporting.
• “If you invest regularly, savings really add up over time.”  ”There’s no magic wand, it’s just hard work.”  ”I can be quite nerdy, reviewing data and trends to identify opportunities.”
• They typically are more technical and are much more confident in their solutions.   They make things happen. Sometimes, they still need to push against colleagues (who think energy is a distraction) – they are able to do this as they are specialists in their field.
• At this level, a focus is on ‘continuous improvement’.  ”Focus on the small opportunities and then the golden nuggets drop out and return big savings.”   Level 4 leaders often have the courage to try things out, innovate and push boundaries.
• They continuously invest in their own learning, taking advantage of training opportunities.  Their performance is regularly reviewed (by their managers and peers). They often look for support and seek advice from competent advisors as necessary.  This gives them an edge.
• They can see the bigger picture and take time and invest in management systems and tools to put in the ‘wedge’, locking in savings long-term.  They have good access to metered energy consumption data, and monitoring and targeting systems.
• Analogy: ‘Win Win’ – linking up strategies and prioritising energy projects that improve service, occupant comfort and maintenance as well as delivering lower costs and better environmental performance.

LEVEL 5 – ‘ENERGY LEADER’

Local ownership; leading sophisticated strategies; always innovating new solutions; feeds back to others on how they are doing.

• Energy leaders take ownership of energy performance locally, whether through active management of devolved utilities budgets or to implement a step change in performance and behaviours.  They are able to set a clear vision and define targets for the future.
• “I pick up the phone and thank people who are saving energy on behalf of our organisation.”  ”I relish competition against my peers.”  ”I have learnt from my mistakes.”
• They have been leading up energy management for some time and are often movers and shakers in the industry.  They have strong relationships at all levels across the organisation.  Investment in performance and maintenance is important.
• Energy is clearly integrated into the management structure with comprehensive targets and performance tracking.  As such, the effort is coordinated across the organisation, sharing workload and stress.
• Energy strategy is sophisticated taking into account security of energy supply, operating costs and environmental impact.  This typically means focusing on energy efficiency first, then combined heat and power and low carbon supply strategy – following a ‘Lean’, ‘Clean’, ‘Green’ type philosophy.
• They see change as an opportunity to make more savings and improve performance. “I like to get involved early in development projects or new strategies.”  “Where possible, I link projects for renewable energy with progress on demand-side management.”
• They understand people and what motivates them to get involved.  They are able to challenge and support colleagues in their contribution to energy saving.  They run regular energy events and forums, to ask for commitment and for others to swap and share ideas.
• They have a good understanding of risk/reward and are able to work with stakeholders targeting continuous improvement, seemingly being more aggressive for energy saving but doing this in a controlled way.
• They connect with outside networks to find out what else is going on.   This gives them peace of mind that they are doing everything they can.
• Analogy: ‘On-demand’ – ‘making absolutely sure you are only using what you need’.