Planning

Using the compilation of prioritized energy opportunities you developed as part of the energy savings opportunity review (Task 10 Improvement Opportunities), your organization will need to select projects to achieve the specific objectives and targets established in Task 12 Objectives and Targets. However, it is unlikely that management can provide resources for all of the potential projects on your list of energy savings opportunities.

Review the list of prioritized energy savings opportunities. When selecting a project for implementation, consider the specific objectives and energy targets you have established. Determine which projects are feasible and that will enable you to achieve the improvement(s) in the stated objectives and energy targets. The following considerations can be useful in this process:

• The estimated energy savings associated with implementation of the project
• Organizational constraints, such as
  • funding requirements or constraints,
  • availability of personnel expertise and time (both internal and external, as applicable), and
  • effect on other organizational priorities.
• Any applicable capital justification or other criteria required for project approval by your organization (e.g., return on investment, payback, etc.)

The SEEC Energy Performance Improvement Opportunity Tracker (Tracker) spreadsheet can be used to better organize and track energy saving actions. The Tracker includes details of each action’s implementation, including action description, prioritization criteria, actual energy savings, engineering assumptions and source of energy savings determination, and responsible party.

Action plans must be established and maintained when planning how to achieve your objectives and energy targets. Start by designating a leader for each energy project. The project leader should be a member of the energy team. Recall that the energy team is responsible for implementing action plans and this responsibility cannot be delegated away from the team (See Task 6 Energy Team and Resources).

The project leader assembles a project team with representatives from the appropriate functions or areas. Not all representatives on the project team have to be members of the energy team. The project team then develops an action plan that defines the specific actions needed to implement the project (i.e., what will be done), the resources that will be required, and who will be responsible.

The optional 50001 Ready Playbook Task 13 worksheet can be a useful starting point. There is no requirement that action plan information be retained in a single document. In some organizations, the information may be retained across different databases or spreadsheets, linked by a common identifier.

When defining actions necessary for project implementation, be sure also to address the following:

• The method(s) to be used to verify the results of the action plan and the energy performance improvement(s) achieved.
• Consideration of how the actions to implement the project and achieve the objectives and energy targets can be integrated into your business processes; for example, consider:
  • any changes in processes or procedures (e.g., operational controls) that are required due to the project,
  • any needed training of employees or contractors on the changes implemented due to the project,
  • continued monitoring and measurement of project parameters to ensure that energy performance improvements are sustained over time.

A comprehensive list of actions helps to ensure the team understands what is necessary to implement the project, and they can communicate required resources effectively to management.

After the team has defined what will be done and the required resources necessary for implementation, the team determines the time frame for completing the action plan, considering resource availability and any time frames established for achieving the objectives and energy targets. A recommended practice is that responsible positions and due dates for specific actions are included in the action plan, and that action plans are regularly reviewed and updated. This helps to ensure progress of project activities can be tracked.

Note: Objectives and associated action plans also can be used to plan and implement projects related to improving the energy management system (EnMS). Such objectives and action plans tend to be qualitative. There is no explicit requirement that the organization establish objectives and action plans related to the EnMS; however, ISO 50001:2018 does require continual improvement of the suitability, adequacy, and effectiveness of the EnMS. For some EnMS improvements, use of objectives and action plans can be useful.

To effectively evaluate project results, the project leader or team will need to identify who is going to be responsible for project verification. The person or team assigned should have a working knowledge of the systems involved and be competent in performing the necessary data gathering and analysis.

To clearly define the method of verification, the following questions will need to be answered:

• What will be measured or evaluated to identify project impacts?
• How will it be measured or evaluated?

The answers to these questions will establish the measurement or evaluation activities necessary for verification. Consider any instrumentation or metering that could be included in the project scope to enhance the ability to measure and evaluate system energy performance and project results.

Once these activities are determined, the verification process will need to establish a baseline or measurement of pre-project operations. When the project is complete, the verification process will need to evaluate or measure the post-project results. The estimated or expected project results can then be compared with actual data from the project verification to determine the action plan’s effectiveness.

The project is not complete until the verification of results is complete and both the project team and energy team have reviewed them. The verification methods and the verification results should be recorded on the action plan.

The first step to communicating expectations for the energy project(s) is to have them fully defined and documented. The optional 50001 Ready Playbook Task 13 worksheet may be of use.

Everyone involved in energy project(s) needs to know their role and responsibilities. As previously indicated, action plans can involve personnel who are not on the energy team; communicating to them the responsibilities and expectations for their involvement is critical. This should be done using the internal communication processes of the EnMS (see Task 15 Awareness and Communication). A “project kick-off” meeting that brings together all the personnel involved can be an effective approach for communicating the expectations for the project. It can help them understand how their assigned tasks or actions fit into the overall effort.

The project team, with participation from members of the energy team, should hold regular meetings to review the action plan(s) and determine progress against schedule. During these meetings, use the action plan to determine if implementation is progressing as expected. Also, use team meetings to determine if any additional resources are required or if any additional activities need to be included in the action plan. Review and update the action plan in accordance with the schedule and use it to communicate regularly with management.

The optional 50001 Ready Playbook Task 13 worksheet illustrates a template action plan, including the verification of the energy performance improvement achieved.

Good project management can ensure that the action plans are properly implemented. Ongoing communication such as status reporting and project and energy team meetings, when appropriate, will contribute to this success.