Análisis del caso del Paris Saint Germain

Pitfall 2: Making the entire implementation too technical or too rigid; thus, most people will not understand what is going on or how they can help.

Countermeasure 2: Any training, posters, or information to be given to the employees and contractors of the organization should be reviewed by a small cross- functional test group for review, comments, and recommendations.

These individuals can serve as your focus group, ensuring all information provided to the employees and contractors is clear, understandable, and useful.

Pitfall 3: Spending all your time on the technical aspects and little on the EnMS management areas.

Countermeasure 3: Develop a plan that includes all standard elements and phases and implement it in a timely and effective manner.

Pitfall 4: Maintaining two systems—one for everyday use and another for external auditors.

Countermeasure 4: Maintain one system and make sure documents are accurate, legible, and useful.

Pitfall 5: Not keeping everyone informed on what is going on and how they can help; not answering any complaints or cries for information.

Countermeasure 5: Develop an energy awareness training program using Microsoft PowerPoint and determine the best way to provide the training.

If management approves, the training may be presented to personnel either by functional area or as a hands- on presentation with all personnel in attendance. A cheap but effective method is to e-mail the training materials to all employees and have them confirm when they finish reading them. This can then be documented for future energy standard audits. At least once a year, preferably every six months, develop a presentation for all employees that tells them of the progress, the results, and the things they can do to help.

An energy conservation presentation can be included in this update as well as in the energy awareness presentation.

Pitfall 6: Expecting results almost immediately and not giving O&Ts and projects time to work.

Countermeasure 6: When developing O&Ts, set the review milestones at times when results should materialize. This could be a team review, a project review, or a management review.

Pitfall 7: Not having sufficient resources to support the system.

Countermeasure 7: Insufficient resources can be a real problem when high- cost projects are needed to achieve objectives. Determine what the payback period is for projects. If it is less than three years, there is a good chance that management will fund the project. If the period is more than three years, funding for the project will depend on how committed management is to

meeting the corporate energy reduction goal. The energy team should look first at measures that require few resources, such as energy conservation and IT power management.

Pitfall 8: People not convinced and think this is just another management fad and it will go away shortly.

Countermeasure 8: Include in the up- front energy awareness training that the EnMS is a journey, not a destination. Energy usage is an ongoing situation, and attempting to reduce our energy usage and costs is an ongoing process.

This standard will not go away, nor will the high energy bills for the many organizations that do not address their energy usage.

Pitfall 9: Not documenting savings, making it difficult to justify later resource expenditures to the board of directors, stakeholders, and others.

Countermeasure 9: This mistake is common. Document all savings. If your organization’s top management changes, you will need documentation of the savings in order to justify any later expenditures. Also, documentation is mandatory for auditors to review. Using a centralized system for documentation such as Microsoft SharePoint is a best practice.

Pitfall 10: Not making results visible, due to commingling. For example, new T5 lights were installed at the same time that two new 10-ton air conditioners were installed in a storage room and a new training room. The energy usage actually went up since the lights and the air conditioners were on the same electric meter.

Countermeasure 10: Unless an organization has submeters, some commingling will occur and prevent validation of an energy countermeasure. To verify that reductions have occurred, have an electrician read the volts and amps being drawn to the system before the replacement is made and after (i.e., an electrician takes a reading before T12 lights are replaced with T5 lights and then takes another reading after the replacement is made).

Pitfall 11: Setting goals at the beginning that are overly ambitious and cannot be achieved in the time frame selected with the resources funded.

Countermeasure 11: Make stretch goals that are feasible and can be achieved.

Adjusting goals is embarrassing for top management. The energy team should evaluate any countermeasure or project for how many kW or kWh (if an electricity project) will be saved. Ensure that sufficient countermeasures are identified to achieve a goal or target.

Pitfall 12: Not having sufficient reviews to catch problems and correct them before an external audit.

Countermeasure 12: The reviews should include, at a minimum, responsible person reviews, energy team reviews, energy champion reviews, and man-agement reviews. For large projects, peer group reviews and project manage-ment reviews should be added.

Pitfall 13: Not following the energy policy in developing new O&Ts after the initial batch was established.

Countermeasure 13: The energy policy should point the way for the type of O&Ts achieved. When establishing O&Ts, several items need to be consid-ered; the energy policy is one of them. Other items include SEUs, recent energy audits, suggestions from the energy champion and top management, team ideas, and metrics.

Pitfall 14: Trying to run the EnMS strictly from headquarters and not keeping the facilities informed and engaged.

Countermeasure 14: If facilities personnel are located close to headquarters, it is good to have some of these individuals on the corporate energy team. If not, consider having a corporate energy team to establish corporate goals, O&Ts, the energy policy, and procedures such as documentation, correction of deficiencies, EnMS self- inspections and audits, management reviews, and others. Then have an energy team for each facility. These teams would identify and establish O&Ts, identify SEUs, and monitor processes and projects specific to their facility. Communication between facility teams and the corporate energy team is a must.

Pitfall 15: Not having sufficient stratification and analysis of an SEU’s components.

Countermeasure 15: The stratification of SEUs must go down to individual parts or components. Once stratification is done, decisions on what parts or components need to be replaced can be made.

Pitfall 16: Not having adequate metering to help focus on the real energy eaters.

Countermeasure 16: Unfortunately, most organizations have electric or natural gas meters that measure what enters the facility. They do not have submeters. Thus, the amount of kWh used for lights, for air- conditioning or heating, for office machines, and for plant equipment cannot be determined.

Additionally, an organization with a large data center cannot determine how much energy the data center uses compared with the other buildings. For these reasons, a good submeter plan should be identified and funded over time so proper evaluations can be achieved.

Pitfall 17: Making process changes and not retraining process operators.

Countermeasure 17: A before- and-after process flowchart should be developed for any process changes. Personnel who work in the process and/or super-vise it must be trained on the changes and what is now expected of each of them. Process objectives, decision points, process metrics and outcome metrics, personnel activities, and inspections are a few of the items that need to be covered in the training.

Pitfall 18: Not making action plans detailed enough; thus, when the action plans were implemented and completed, the target was not achieved.

Countermeasure 18: When developing the activities or actions needed to accomplish a target and showing both who will accomplish it and when, ask the question, “If all the actions, activities, and steps are completed on time, will the target be achieved?” If not, then changes, including adding more or different activities, are needed.

Pitfall 19: Not writing CARs even though nonconformances have been found.

The team is afraid of repercussions from management and wants to paint a

“rosy” picture.

Countermeasure 19: All deficiencies or nonconformances must be documented so that a record of them is available and tracked to correction. Proper per-sonnel should be notified both when the problem is identified and when it is resolved or eliminated.

Pitfall 20: Not following through with O&Ts or projects for identified opportunities.

Countermeasure 20: Identified opportunities resulting from an affinity diagram, a brainstorming session, an energy audit, or other source should be placed in meeting minutes or attached to the minutes and reviewed each time O&Ts are established. This practice should continue until the item is either selected for O&T or withdrawn since it is no longer valid.

Pitfall 21: Not keeping EnPIs current and not making them visible to all involved. Interest wanes.

Countermeasure 21: Measures showing the status of energy reduction should be placed on bulletin boards, in organization newspapers, or anywhere that employees and contractors can view them. They should be current and easy to read and understand.

Pitfall 22: Not continuing onward after achieving some early success. Top management, the energy champion, or the energy team has not bought into continuous improvement.

Countermeasure 22: Remember, the EnMS is a journey. It should not end when early success has been achieved. Celebrate, but continue to implement the EnMS and continue to improve.

Pitfall 23: Performing self- inspections without checking each element thoroughly, thus painting a false picture.

Countermeasure 23: Self- inspections must be done thoroughly and honestly and must consider all elements. Otherwise, the value of the self- inspection is lost, and the organization will not be ready for an outside audit.

Pitfall 24: Telling management what you think it wants to hear and not the reality.

Countermeasure 24: The energy team should determine what management should be told. Members of top management should be told the truth and the facts so that they can prepare for any problems or occurrences that could arise later.

Pitfall 25: Not giving team members sufficient time to fully implement all the requirements of the standard. Team members are part- time on the energy team and have their normal duties competing for their time.

Countermeasure 25: This is a problem when the team is first formed. But as the team achieves success, management will become more committed and will ensure the team is given sufficient time. If the team is not given sufficient time, either the team leader or the energy champion can talk with the manag-ers of team membmanag-ers and ask that these individuals have more time allotted for energy team matters.

Pitfall 26: Too many layers of the organization to go through to get a procedure approved, changed, or deleted.

Countermeasure 26: The management representative needs to highlight the problem to higher management, showing the flow and the time needed for the process. Highlight the bottlenecks. Recommend a shorter process that includes only the offices and individuals who are directly involved.