The Ecova Blueprint: Understanding The People Keystone

Part 3 of a 6 Series Webinar

Presenters: Devin Zeller, Energy and Sustainability Strategic Advisor, Ecova and Holly Brunk, Manager, Awareness & Training, Ecova

March 20, 2014

Agenda

Blueprint Overview

Blueprint Framework

The People Keystone – Why It Matters

Elements of the People Keystone

– What Are They?

– Why Are They Important?

Case Studies

Wrap Up

Q & A

The Ecova Blueprint Journey

Today’s Drivers

Top Five Energy Spend for Commercial and Industrial Clients

Energy Price Spikes

U.S. Environmental Protection Agency claims that 30% of all consumption is wasted

Behavioral and operational based savings (2-5% of utility spend)

The Blueprint Framework

What we’re seeing

73% of CEO’s interviewed agree that sustainability objectives should be included in employee performance assessment and remuneration. - The UN Global Compact-Accenture CEO Study on Sustainability 2013

“We continue to see an increase of companies hiring dedicated sustainability resources and, instead of adding them to the sustainability team, embedding them in supply chain, product development, and other areas of the company.” - State of Green Business 2014, GreenBiz Group

“Energy behavior programs in the workplace that fail to garner support of organizational leadership are likely to fail.”- Greening Work Styles: An Analysis of Energy Behavior Programs in the Workplace, ACEEE 2012

2-5% reduction in energy consumption We’ve seen up to 8%

Reach to stakeholders, decision makers, impactors Focused, strategic, consistent

Realize and maintain operational changes Every employee, every day

Establish and maintain sustainability as a corporate value … A non-negotiable

Optimize resources, initiatives and investmentMaximizing your ability to put it all to work

The Value

What Is It?– Reaching all key impactors to effect

sustained results• Strategy

– Long term, targeted, effective, replicable

• Management– Aligning people, process,

goals and financial management

• Behavior– Operational, tactical,

habitual

Individual & Organizational Engagement

Engaging Individuals & the Organization

Sr. Leadership

Management – Operations, FM, Procurement, Finance, Sustainability, etc…

Regional & Site Management

Front-line staff, customers, stakeholders

Behavior Habits and actions

ManagementCost, consumption and performance impacts factored into decisions

StrategyOrganizational strategy, goals, metrics and resource alignment

Your Snapshot

1. Who across your portfolio right now is impacting your energy performance or sustainability goals?

2. In your organization, who is making decisions that impact your ability to manage your energy costs or reach sustainability goals?

3. Who’s support do you need to affect lasting, strategic resource management efforts?

Why Is It Important?– Multiplier Effect

– Multiplying your efforts across the organization– Align others to your goals and strategy– Foster champions and drive action in the field

– Cross-Functionality• Add complementary knowledge, skills and abilities to

your own• Gain partners and garner buy-in

– leadership– key roles and departments

– Sustained Success• Continual improvement through organizational change

– minimize risk through redundant skill development– build on successes – broaden the impact of your program

Organizational Engagement

Audience Poll

How many people in your organization are responsible for energy management or sustainability as part of their role? 1% 10% 50% 100%

The Blueprint Framework

Disparate efforts, lost opportunity, disconnect from organizational strategy

Coordinated efforts, focused results, exponential value to organizational strategy

Resources, Processes, Knowledge

Actionable Information

Focused & Effective

Action

Risk & Opportunity Briefing

Leadership Commitment

Cross-Functional Team Development

Policy and Process Development

Internal Initiative Branding & Launch

Job Description Modifications & Incentives Development

Key Employee Group Training

Competition & Gamification

Best Practice & Success Sharing

Ongoing Outreach/Engagement Campaign

People Keystone

“ We can’t get consistency in

behavior, decision making or protocols.”

“Our energy/sustainability

committee has stalled .”

“There’s too much data and

not enough information.”

“Continual improvement is a

priority.”

“We consistently miss the boat on

rate management opportunities.”

The Voice of Opportunity

“We have a great health and safety

and customer service culture, how can we do the same

with efficiency?”

“I’ve got 40,000 employees

affecting our energy costs. How

do we deal with that?”

“I can’t get my General managers (or Exec Suite, or Ops Team or…) to focus on this. They just don’t see it as

a priority.”

“ We’ve got EMS and automated systems

in place, we’ve taken the people factor out

of the equation.”

“ They’re just here to punch a time-clock (or make margin, or keep boilers running,

or…) we won’t get them to change.”

Risk & Opportunity Briefing

Leadership Commitment

Cross-Functional Team Development

Policy and Process Development

Internal Initiative Branding & Launch

Job Description Modifications & Incentives Development

Key Employee Group Training

Competition & Gamification

Best Practice & Success Sharing

Ongoing Outreach/Engagement Campaign

“I can’t get my General managers (or Exec Suite, or Ops Team or Finance or…) to focus on this. They just don’t see it as a priority.”

Challenge:Reduce consumption in

unoccupied rooms

WaterLeaks and DripsLaundry Volume

Energy Lights

Thermostat SettingsExterior Doors and Windows

Plug Load

Energy and Water Consumption in Unoccupied RoomsThe Risk: Unnecessary energy and water consumption Decreased credibility Multiply by 100+ of sites, 1,000’s of rooms

The Opportunity: Example: Turning off unneeded lights in unoccupied rooms

= $24,000/yr in identified savings opportunity Example: Turning off faucets, reporting leaks and drips

= $51,000/yr in identified savings opportunity.

People: From Opportunity to Action

$183,500 in identified savings

People: From Opportunity to Action

The Action:

Identify Stakeholders/Impactors– Corporate Leadership– General Managers– Housekeeping Management– Housekeeping staff– HR– Operations– Facility Management– Laundry Services

And Necessary Outcomes

People: From Opportunity to Action

The Action:

Policy Creation Clear Relevant Enforceable

People: From Opportunity to Action

The Action:

Deploy and Engage Policy Development

Rooms Energy Policy

CommunicationsQuarterly Newsletter in English & SpanishWeather BoardManagement meetings

TrainingAll Staff, GM’s, FM’s, Housekeeping

AccountabilitySpot-checks/audits

Internal ReportingProgress to Goals

Feedback LoopsEmployee Suggestions, Recognition

The Value

-Multiplier effect

-Realize and maintain changes

-Embed in corporate value

-Optimize resources

Summary

People at every level of the organization

Engage and empower and connect initiatives

Many hands make light(er) work

Behavioral and operational based savings (2-5%)

Q & A

Upcoming Ecova Webinars

INSIDE ENERGY & SUSTAINABILITY SERIES Right-Size Waste to Deliver Bottom-Line Savings: Thurs, April

3rd at 11am PDT

DIAL IN THE SAVINGS SERIES Illustrating Telecom’s Value to the C-Suite: Wed, April 2nd at 1pm

PDT

Questions, comments, suggestions? webinars@ecova.com

Q&A

Thank you!