Sustainable energy efficient management
By G Niesing, R Lotriet and LJ Grobler, North West University, Potchefstroom
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Electricity+Control, March 2013 (pages 64 - 68)
Enquiries: Gys Niesing. Email: firstname.lastname@example.org
The case study in this article is based on a South African manufacturing company. This company forms part of a multi-diversified group which has a global footprint. The corporate division employed an energy manager to establish an energy centre which would be responsible for all energy-related activities, with the objective of reducing the energy demand at all sites. The initial scope of the energy manager was to roll out energy efficiency initiatives such as implementing a remote metering solution, starting energy awareness campaigns and initiating energy audits to meet the objectives set out by the energy policy. The energy manager contracted the audit team to perform an energy audit at one of its manufacturing plants. Unfortunately, after the audit was completed, the energy manager relocated to another company. This resulted in all the energy management activities losing momentum. Facility and sustainability managers of the various companies in the group ended up running all the energy management activites individually, without considering their mutual interests. This decentralised approach resulted in the 'un-alignment' of the corporate objectives and targets.
- The electricity supply and demand situation is under immense pressure - more than we probably realise.
- Energy usage simply can no longer be treated on a business-as-usual basis.
- Any change intervention, especially involving employees, must be carefully selected - ADKAR