Learning Outcomes 

By the end of this lesson, you should be able to:

• Understanding the organisation and its context ​
• Understanding the needs and expectations of interested parties​
• Determining the scope of the energy management system ​
• Leadership and commitment, Energy Policy​
• Organisation roles, responsibilities and authorities.

Tutorial Duration: xx minutes approximately

Lesson Notes 

Understanding the organisation and its context (Clause 4.1)

Internal issues:​

• Strategic direction and organisational management​
• Processes, systems and operational factors​
• The age and condition of equipment and systems​
• The organisation’s performance indicators​
• The organisation’s financial circumstances​
• Organisational structure and hierarchy​
• Employee knowledge and organisation culture​
• Mission and vision of the company.

External issues:​

• Economic and financial​
• Security of energy supply​
• Technology; cultural, social and political​
• Geographical​
• Legal/other requirements​
• Environmental​
• Restrictions on energy consumption​
• Natural and competitive circumstances.

Example – Aotearoa University’s long-term goals and strategy:

• Conserve: the earth’s limited natural resources
• Reduce: the airborne pollutions from burning fossil fuels
• Prevent: climate change by mitigating greenhouse gas emissions (esp. CO2)
• Protect: ecosystems and animals from harvesting energy (even renewables)
• Save: costs and free up financial resources for other purposes
• Promote: a sustainable and green image of the school
• Develop: education capacity for students and staff.

“According to Jacinda Ardern speech on 2 Dec 2020, The Government has launched a major new initiative to combat climate change that will require the public sector to achieve carbon neutrality by 2025 (Link). As a state Aotearoa University’s long-term goals and strategy are also consistent with the government’s programs, however a date for achieving this for the university has not yet been set”

(See Reference Link 1.)

Understanding the needs and expectations of interested parties (Clause 4.2)

The organisation shall determine:​

• The interested parties that are relevant to energy performance and the EnMS​
• The relevant requirements of these interested parties​
• Which of the identified needs and expectations the organisation addresses through its EnMS.

The organisation shall:​

• Ensure that it has access to the applicable legal requirements and other requirements related to its energy efficiency, energy use and energy consumption​
• Determine how these requirements apply to its energy efficiency, energy use and energy consumption​
• Ensure that these requirements are taken into account​
• Review at defined intervals its legal requirements and other requirements.

Interested Parties	Needs and Expectation	Contribution
Business Manager and EnMT	Performance improvement and efficiency Utility cost reduction Responsibility as global citizen Manage and organize our energy information documents and data	Promote, implement and maintain the EnMS
University management Principal	Market image improvement in sustainability Carbon Zero AU Commitment and adherence to the energy policy statements.	Financial support​ Reviewing the performance of the EnMS
Students and staff at AU	Understand the difference we can make as individuals and a community to our water usage and carbon emissions Climate action goals Teach/learn how to influence others (who have the power) to make an immediate change Teach/Study in a sustainable university aiming at coping with global warming threats	Their behaviour may influence energy use and efficiency and outcomes of the EnMS
Energy Retailers	Interest confliction (utility revenue) of the retailer will be the university’s cost Lower and stable consumption gives the retailer opportunity to better manage its energy source and delivery	Provide accurate and timely data
New Zealand Government	Participation of the university in Carbon Zero by 2040 Increasing the knowledge capacity of the future generation to combat the climate change issues and dealing with NZ sustainability goals.	May financially help the school to implement the action plans by EECA or other sources like the sector decarbonisation fund Incorporate sustainability in educational curriculums

Determining the scope of the energy management system (Clause 4.3)

The organisation shall determine the boundaries and applicability of the EnMS to establish its scope. When determining the EnMS scope, the organisation shall consider:​

• Energy consumption within the scope and boundaries: the organisation shall not exclude an energy type within the scope and boundaries
• The EnMS scope and boundaries shall be maintained as documented information.

Need reference link for image and include table Slide 27

Example: Total Plant Energy (Need chart image and reference) Slide 28

• Do you have a building or location that you are not including?​
• Do you have a process or product line you are not including?​
• Is there an area on which you do not have energy information?​
• Is there an area where you cannot gain employee involvement or participation?

Leadership and Commitment, Energy Policy (Clause 5.1-5.2)

If image on slide 29 is important – need a copy with reference

• Without top management commitment, the EnMS will not succeed​
• Top management controls:​
  • priorities ​
  • authorities​
  • resources​
• Top management must be engaged and visible.

Leadership

Top management shall demonstrate leadership and commitment by:​

• Ensuring that the EnMS scope and boundaries are established
• Ensuring that the energy policy, objectives and energy targets are established​
• Ensuring the integration of the EnMS requirements into the organisation’s business processes
• Ensuring that action plans are approved and implemented
• Ensuring that the resources needed for the EnMS are available
• Ensuring that the EnMS achieves its intended outcome(s)
• Promoting continual improvement of energy performance and the EnMS
• Ensuring the formation of an energy management team
• Directing and supporting persons to contribute to the effectiveness of the EnMS ​
• Ensuring that the performance indicators appropriately represent(s) energy performance
• Ensuring that processes are established and implemented to identify and address changes.

Barriers

Top management may encounter different barriers:​

• Competing organisational priorities​
• Resource constraints​
• View of energy as overhead​
• “Aren’t we already doing this?”​
• “Not my job” mentality​
• Information overload.

Responsibilities

Top management shall establish an energy policy that commits to the leadership responsibilities and is:​

• Available as documented information​
• Communicated within the organisation​
• Available to interested parties, as appropriate​
• Periodically reviewed and updated as necessary.​

Commitments

The Energy Policy states the organisation’s commitments to: ​

• Continual energy performance improvement​
• Availability oof information and resources to achieve objectives and targets​
• Compliance with legal and other energy requirements.

Example: Eco Glass Company Energy Policy Statement​

As an energy-intense manufacturer of specialty glass, Eco Glass Company strives to reduce its energy consumption and costs and promote the long-term environmental and economic sustainability of its operations. We are committed to:​

• Reduce energy use per unit of production by 25% in 10 years in our manufacturing operations​
• Ensure continual improvement in our energy performance​
• Deploy information and resources to achieve our objectives and targets​
• Uphold legal and other requirements regarding energy​
• Consider energy performance improvements in design and modification of our facilities, equipment, systems and processes​
• Effectively procure and utilize energy-efficient products and services.​

The policy:​

Barriers to drafting the policy:​

• Too lengthy or complicated​
• Too many levels of management approval​
• Resistance to integrating the energy policy with other management system policies.

Organisation roles, responsibilities and authorities (Clause 5.3)

Top management shall ensure that the responsibilities and authorities for relevant roles are assigned and communicated within the organisation to: ​

• Ensuring that the EnMS is established, implemented, maintained and continually improved​
• Ensuring that the EnMS conforms to the requirements of ISO50001​
• Implementing actions to improve energy performance​
• Reporting on the performance of the EnMS and energy performance to top management at determined intervals.

Need image of chart on slide 37

Chart Example:

See Reference Link 2.

Role​:

• Implement the EnMS​
• Owns the EnMS​
• Manages energy use​
• Acts as auditee for the EnMS.

Responsibility:​

• Varies with organisation​
• Implementation​
• Energy budget​
• Reporting.

Responsibility	Energy Management Team  (led by Business Manager)	Sustainability Team (Student Groups)	Top Management
Set up, training and leading the energy management team	Yes
Coordinating energy management team regular activities (as described in the policy)	Yes
Identifying and communicating resources for energy management activities and projects	Yes		Yes
Maintaining and updating the EnMS documents, retaining the records	Yes	Yes (Groups CD)
Delivering awareness contents and promoting competency in the school	Yes	Yes (Groups CD)
Annual review the energy policy, EnMS performance and energy performance			Yes
Providing information for and participating in energy management planning	Yes	Yes (Groups E-G-W)
Ensuring appropriate monitoring, data collection	Yes	Yes (Groups E-G-W)

 

Reference Links

1. https://www.beehive.govt.nz/release/public-sector-be-carbon-neutral-2025