In the last post, we used IBM BTV as an example of how the goal to increase reliability and to become more competitive in the chip manufacturing market evolved into a terrific Energy Management Program (EMP). In this post, we’ll describe the high-level nuts and bolts of an EMP, and how it can be applied to federal agencies to help cut costs, reduce CO2, and wean the country from its dependence on foreign oil. 

Whether the goal is to reduce energy costs, infrastructure costs, or greenhouse gas (GHG) emissions, a balanced program of energy reduction initiatives can be applied successfully to public sector organizations, just as it has been applied across the private sector. And the foundation for any successful Energy Management Program (EMP) incorporates people, processes, data and technologies.

Three Pillars of Support

We’ve found that a well-tailored EMP provides a promising framework for meeting sustainable, long-term, energy targets. Simply put, it fosters organizational change, procedural change, and smart technologies. Let’s take a closer look at what we mean:

Organizational Change:  It’s just human nature: If you want people to change behavior or comply with new policies, get their suggestions on the best ways to make it happen. Hundreds of organizations around the world have found, and incorporated, thousands of ways to reduce energy consumption by asking their workforces for ideas. A range of organizational change programs, from energy awareness campaigns to creative incentive programs, have encouraged employees to change their energy usage as well as constantly find new ways to cut energy dollars. Bottom line, when leadership works with the workforce, rather than mandating sweeping energy-saving changes, positive results are seen quicker and changes in behavior  are more sustainable.

Procedural Change:  Introducing strategies that add or change energy-saving actions can include: 

• Energy consumption education so that employees have  a comprehensive understanding of their energy bill
• Metering education  to see where energy consumption is happening throughout the organization
• Direct charging to functional organizations, so energy costs are directly linked to processes and divisions within the organization
• Improving maintenance of energy systems
• Sharing energy-related technical information within the organization for greater learning and innovation (back to the “People Power” idea)
• Retrofitting existing tools and equipment

Smart Technologies: Once these major muscle groups are aligned, consider incorporating new technologies in ways that ensure consistency as well as flexibility for an ever-changing business environment. These technologies include sensor-enabled devices, such as fixed and portable electric meters, pump coatings, smart idle devices, and others.

Reaching EMP Goals

Ultimately, these two categories are designed to achieve the following two goals: 

1)     Increase Energy Efficiency: Remove inefficient devices and retrofit older ones using new tools, technology, processes, and equipment. 

2)     Increased Energy Conservation: Promote new behavioral habits and instill a culture of energy conservation, so that energy management becomes not just a priority, but a friendly competition within the organization.

This two-part framework helped create a holistic EMP, and we believe that a similar framework of people, processes, and technologies can be applied to federal agencies.

Your Thoughts

Before we move on, do you think this type of framework would work for your organization? Do you think organizational change is as important as we do?  

Mr. Robert L. St. Thomas is a Supply Chain Solution Development Executive for IBM Global Business Services. He has 37 years of experience in the business of Defense: in wholesale logistics performance assessment, strategic planning, supply chain integration, and process reengineering. Operationally, he has extensive experience with global deployment activities where he specialized in readiness and performance analysis. He has led numerous public sector projects to: assist in cost management, develop strategic materiel sourcing programs, and implement balanced scorecard strategies.

Mr. St. Thomas earned his undergraduate degree in Chemistry from Renssealaer Polytechnic Institute in 1972, his Master’s of Business Administration degree from University of Southern Illinois in 1978, and a Master’s in National Resource Strategy from National Defense University in 1995.

Robert St. Thomas (robert.st.thomas@us.ibm.com)

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