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Improving industrial energy efficiency by changing the energy culture

Panel: 5. The role of energy management systems, education, outreach and training

This is a peer-reviewed paper.

Authors:
Ulrika Wising, Shell New Energies and Power, United Kingdom
Sohpie Chirez, DNV-GL Energy, Belgium
Bart Adams, DNV-GL Energy, Belgium

Abstract

In recent years several studies have shown that behavioral change has a significant impact on energy consumption of an industrial site. This was confirmed in a survey in 2011 of the Belgian and Dutch industry showing that behavioral change is both an opportunity and a challenge to improve energy efficiency.

The Energy Culture of an organization is the shared mindset that creates and sustains an environment conducive to continual improvement of the energy performance of the organization and is focused on the behavior of the people working for on or behalf of that organization.

In this paper, we show how the Energy Culture of an organization can be assessed. This evaluation is based on eight different dimensions; Visibility, Accountability, Collaboration, Targeting, Commitment, Motivation, Learning and Progress, and is executed using a combination of data analysis, surveys, interviews and workshops. Once the assessment is completed, it is possible for an organization to develop a plan of action to improve whatever dimension or combination of dimensions they want to focus on. Noted that often work on one dimension has positive effects on several dimensions simultaneously.

A case study covering the approach as executed recently at a leading chemical production facility will be presented. The plan of action for improvements was developed, and the improvement work started. By means of this case study, the key lessons learned and the critical success factors of the approach as well as behavioral change projects in general will be addressed.

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