1、.CSR FRAMEWORK AN ENERGY MANAGEMENT TOOLCONTENTSIntroduction1) The framework2) Strategic energy review3) Energy management within the company4) Energy management outside the company5) Integrated energy management CSR framework6) Reporting7) Getting started8) Where to get helpINTRODUCTIONEnergy manag

2、ement has taken great strides in recent years, driven by rising energy prices, regulation, climate change targets and concerns over security of supply. Focus has been placed on reducing energy usage, and Government has provided help to get started (note 3), and then incentives (note 4) to invest in

3、energy saving projects. Many companies have made immediate and substantial cost savings by taking no/low cost initiatives, and some have embarked on projects to add value/boost profits in the longer term.Looking outside the company, energy use impacts directly on the environment, and also has social

4、 and community implications. It plays a major part in the marketplace, in a companys competitiveness, and in its dealings with customers, suppliers, partners and other players/competitors. Increasingly, energy management is becoming a reputation issue for many companies. CSR brings a broader, more i

5、nclusive/holistic approach to energy management, engaging external stakeholders and managing their expectations, generating win-win synergies and mutual advantage. CSR also takes a longer term view, assessing energy implications of new projects, products, equipment, services etc. on a lifetime basis

6、, aiming for sustainable performance.CSR is a way of managing stakeholders expectations to generate business, social and environmental benefits. It brings additional tools for the energy managers toolbox:CSR framework: Hard won experience with safety and the environment has shown that a structured a

7、pproach to risk and opportunity management is vital. This paper introduces a CSR framework within which a company can analyse, manage and report energy matters in a structured way. Strategic review: To understand the significance of energy to the company in the long term, and pposition the company t

8、o best exploit opportunities and reduce risks. High level energy goals and objectives are then developed accordingly.Materiality: high level screening to identify the key stakeholders, the critical CSR risks (expectations and impacts), and the main opportunities on which to focus.This paper builds a

9、 management framework, starting with energy management in the workplace, and then as part of the external Environment. It then introduces eenergy management processes in the marketplace and community, finally pulling the parts together into an integrated CSR framework. Companies tend to follow this

10、process, starting with in-house energy conservation and then adopting a broader more sustainable approach.1) THE FRAMEWORKThe framework below sets out the organisation and responsibilities at Corporate and Operating (site) levels. It incorporates the model developed by Business in the Community (BiT

11、C note 3), and places stakeholders, activities and impacts into one general “cover-all” area and four discrete areas; environment, workplace, marketplace and community.BenefitsThe framework: Is simple, flexible and adaptable to a companys size and shape Identifies energy responsibilities and activit

12、ies at each management level. Brings cclarity for management and transparency for stakeholders Helps maintain focus on key objectives, measuring and managing key impacts Demonstrates adherence to legislation, adopted standards and stakeholder expectations Links key impacts with the relevant manageme

13、nt and working level controls, sshowing how results have been achieved, and monitoring status and effectiveness. Provides links between internal actions, voluntary codes and standards, and stakeholder expectations. Enables links for learning lessons and sharing best practices Provides a clear workin

14、g level structure Facilitates gap analysis, identifying helpful processes and initiatives. Stands alone or readily integrates into an existing management framework.2) STRATEGIC ENERGY REVIEWThe first step is to understand the significance of energy to the company, externally and internally, by carry

15、ing out a Strategic Energy Review. A simple screening process identifies key stakeholders and their expectations, critical impacts, the main opportunities and the penalties of doing too little, or nothing at all. Energy use is inextricably linked to the environment, and also has social and community

16、 implications. It plays a major part in a companys competitiveness, and in its dealings with customers, suppliers and partners. All interested parties must be identified, assessed and understood. Internally, energy generation, transfer and consumption patterns and costs must be understood, and the s

17、tatus and effectiveness of energy management processes and initiatives defined. These energy drivers are reviewed in the light of current company values, visions and strategies, and competitor/sector strategies. A spectrum of response options is examined, and an option selected to best pposition the

18、 company to exploit opportunities, reduce risks, and conserve energy. High level energy visions, goals and objectives are then developed accordingly.3) ENERGY MANAGEMENT WITHIN THE COMPANYHow energy use is optimised on a day to day basis - and then progressively reduced through a continuous conserva

19、tion programme. Policy and OrganisationSenior management draws up an energy policy setting out how the strategic objectives will be met. Managing energy is a line management responsibility and should be embedded in the normal management processes as soon as possible. In the early stage of an energy

20、programme, it may be useful todesignatea Board memberas responsible for energy matters, and appoint an energy champion and establish a small multi-disciplinary energy promotion team. LeadershipDemonstrate personal commitment in support of the energy policy, provide the resources to implement the pol

21、icy, communicate and promote the policy and conservation programme, and involve employees and stakeholders in assessing environmental risks, developing and launching initiatives etc.Energy management systemThe management system supports the energy policy with procedures, practices, tools and guideli

22、nes arranged in elements as above. Links are established between elements to help implementation and the feed-back of lessons learned.Sub-elements may be created covering the various energy applications e.g. transport, buildings, equipment, machinery, and management activities e.g. purchasing. Criti

23、cal energy management processes should be identified and proceduralised for training and checking.Most of the general elements will exist already, and new energy management processes and initiatives can be slotted in. Improvement programmeSet iimprovement targets and devise and implement initiatives

24、 to meet them. Devise win-win initiatives first, that are easy/practical to do and likely to yield quick results to further promote and build momentum. Then develop a co-ordinated programme of energy performance improvement initiativesResults are mmonitored against targets, and regularly reviewed an

25、d reset by management leading to a spiral of continuous improvement.The yearly energy performance programme is the action plan to move up the spiral of continuous improvement. It takes account of successes and failures from the previous year and feedback from employees and external stakeholders, to

26、plan objectives, targets, and initiatives for the forthcoming year. The programme focuses on improvements in the main energy impact areas (for example), transport, buildings and machinery and equipment.Taking up incentivesCarbon Trust interest free loans for buying energy saving equipment. Discounts

27、 on climate change levy to users who sign up to energy reduction targetsEnhanced capital allowances; ECA scheme allows tax relief at 100% in 1st yearWorkplace performance impacts Reduction in energy consumption generating ccost savings in the workplaceBuildings; reduced heating, lighting, HVACTransp

28、ort; reduced fuel consumption, miles traveledEquipment; reduced energy losses e.g. from heatReduction in CO2/greenhouse gas emissionsReduced number of prosecutions for environmental offencesCompliance with regulations e.g. Building Regs. cover fuel and power in buildingsFacilitating permits to opera

29、te, reducing delays and costs4) ENERGY MANAGEMENT OUTSIDE THE COMPANYPhase oneCSR is about engaging stakeholders, understanding their expectations, and managing non-financial issues. It broadens the financial responsibilities that an organisation has to its shareholders, and answers the questions “I

30、s it a good organisation to work for, deal with, live next to and is it sustainable?” CSR addresses social and ethical issues equal opportunity, diversity, fair dealing, human rights - and impacts in the environment, marketplace and community. An imaginative management sees CSR as an opportunity to

31、build and protect reputation, differentiate from competitors and add value.Communicate and promote the Energy policy and programme externally to stakeholders, through the website, the media, business and community links, and by regular reporting to regulatory authorities, shareholders and other stak

32、eholders.Stakeholder engagementEveryone in the organisation has a role to play in engaging stakeholders. Formal engagement channels need to be set for key stakeholders, designating “owners” for alliances, contractors, customers, authorities etc., with specific targets and objectives set.Phase twoEnv

33、ironmental management frameworkEnvironmental initiativesGenerate renewable energy; small scale hydroelectric, mine gas, landfill gasRe-use of materials e.g. aggregate when laying pipes saves materials and energy (transport)Develop sustainable processes and productsWaste management policies to be ene

34、rgy efficientSource a percentage of energy from renewable sources or green tariffs.Phase threeEnergy management in the Marketplace and CommunityMarketplace initiativesReduce energy impact over the supply chainReduce energy impacts of core products and servicesBusiness alliances, exchanging/sharing p

35、ower and utilitiesWorking with partners and suppliers to improve collective energy conservation performanceImproved logistics e.g. distribution and deliveryEmissions TradingCommunity initiativesLocal alliances e.g. with authorities, NGOs, charitiesLocal projects e.g. co-generationInitiatives to assi

36、st vulnerable customers, special tariff, arrears allowance scheme5) INTEGRATED ENERGY MANAGEMENT FRAMEWORKThe final phase in the process brings together all the internal and external objectives, issues and impacts relating to energy management in one coherent frameworkIntegrating energy management i

37、nside and outside the company generates the Energy management CSR framework above. Links are provided as follows:- Links key impacts with the relevant management and working level controls, showing how results have been achieved, and monitoring status and effectiveness. Links for learning lessons an

38、d sharing best practices Links between internal actions, voluntary codes and standards, and stakeholder expectations.6) REPORTINGThe framework facilitates report writing the report simply reflects the way Energy is managed, the initiatives taken and the results achieved. The report: Demonstrates com

39、mitment, responsible governance and transparency Demonstrates performance in managing key energy aspects Underpins the improvement programme, providing a basis for benchmarking, leading to continuous improvement. Establishes another communication channel with stakeholders, responding to their expect

40、ations and enquiries in a planned consistent way Verifies that external regulations, standards and codes have been complied with Can be aligned with external reporting standards e.g. DEFRA, GRI7) GETTING STARTED The first step is to carry out a strategic review (section 2) of your main energy driver

41、s and constraints and draw up your high level energy objectives, supported by performance indicators to provide an overview of progress.Take a structured approach, developing an energy management framework, management system and improvement programme.Focus on key stakeholders, critical risks and mai

42、n opportunitiesCommunicate energy objectives and commitments, and demonstrate senior management commitment by personal exampleProvide energy management awareness and competence training covering risk and opportunity awareness, and implementation processes and techniques.Review current energy management performance. Measure all substantial energy usage, compare with industry/sector benchmarks and identify priorities offering scope for improvement. Set targets and develop initiatives to meet them.Assign ownership of initiatives and responsibility for meeting targetsMonitor performance aga