Tools & calculators

Energy Management Assessment Tool

Understanding the maturity of your facilities management functions can help you boost control, improve transparency, and reduce costs. In this self-assessment, we measure standardisation, quality, transparency and control.

Our organisation has a policy on energy and a costed strategy to deliver, with stakeholders targeted and measured to ensure agreed outcomes.

Our organisation has no idea of the impact of climate change on the business and does not see the need for an explicit policy on energy or sustainability. We do not have a strategic approach to energy or carbon reduction.

Your organisation needs high level buy in. We would recommend completing a peer group review to understand where you are in relation to your competitors and the benefits they are enjoying as a result.

Our organisation recognises the importance of climate change on the business and sees the need for an explicit policy on energy and sustainability but have not yet developed or agreed what this looks like.

Your organisation needs to consult to form a policy on energy and climate change and agree what a sustainable vision for the organisation looks like.

Our organisation has a vision of what a fully sustainable organisation looks like, we have a sustainability policy but strategy is not yet fully formed and we don’t know the cost impacts.

You need to deep dive your organisation to understand where energy, costs and carbon are being driven into the business and then develop a strategy that takes your organisation through the necessary changes in culture, ways of working and technologies.

Our organisation has a clear vision of what a fully sustainable organisation looks like, our sustainability polices are in place but the strategy is disjointed and is delivered in silos without holistic oversight and funded on an adhoc basis.

Your organisation is doing really well but is in danger of missing targets through under investment with activities taking place that risk duplication. A structural review is require to align differing part of the business through stakeholder groups that can champion the need for consistent and targeted investment

Our organisation has a clear specification that minimises energy consumption and has processes and resource in place to identify, address and report on specification and energy drift. Our organisation has mechanisms to identify systemic waste and address those though investment in assets, technology, people or systems that conform to ISO standards that result in continuous reductions in energy use.

Your organisation is at the highest level of maturity and should look to be a leader in your sector, celebrating successes and championing action on sustainability.

Our organisation has an operational specification with processes to identify when specification is breached, the resulting energy impacts and the ability to identify investment opportunities to control and reduce consumption.

Our organisation does not have an agreed specification or any mechanism to understand our current operational conditions and the energy impacts this has. We have no understanding of how energy is being driven into the business or by whom.

Your organisation needs to agree and sign off on a specification and operational framework for your asset infrastructure.

Our organisation does have an agreed specification but no mechanism to understand our compliance with the specification and the energy impacts this has. We have some idea where our worst performers are but no process or structure to address these

Your organisation needs to lock down the specification, have mechanisms to allow maintenance to take place, a robust validated change process and MI to define compliance.

Our organisation does have an agreed specification, has processes and resource to understand our compliance with the specification and the energy impacts but no robust processes in place to address drift. We have benchmarking data to show outliner performers and these are addressed in an adhoc way

Your organisation needs to develop a systemised approach for addressing specification drift with a clear business case to demonstrate the benefits. This may include alarm management through a Bureau service. New processes that dovetail into existing asset investment mechanisms need to be put in place to leverage benchmarking data to identify opportunities to reduce energy consumption

Our organisation does have an agreed specification, has processes and resource to understand our compliance with the specification and the energy impacts with processes in place to address drift. We have benchmarking data to show outliner performers and these are addressed through an investment program but we still have systemic waste in our ways of working

Your organisation should undertake a root and branch approach to understand where energy is systemically embedded through inefficient ways of working. These need to change utilising approaches developed in the awareness knowledge and engagement pillar. Your existing control and reduction processes should be codified into an ISO standard.

Our organisation has a clear specification that minimises energy consumption and has processes and resource in place to identify, address and report on specification and energy drift. Our organisation has mechanisms to identify systemic waste and address those though investment in assets, technology, people or systems that conform to ISO standards that result in continuous reductions in energy use.

Your organisation is at the highest level of maturity. Partnerships should be developed with industry experts or academia to further push areas of further improvement such as the application of cloud based data analytics and machine learning to streamline processes.

Our organisation communicates it's sustainability goals, has training to support energy efficient ways of working and awareness campaigns to embed behaviours.

Our organisation does not communicate any messaging on sustainability. We do not address energy best practise during training or induction and we do not engage with our colleagues in matters pertaining to energy efficiency or sustainability.

Your organisation needs to develop content and messaging on sustainability and folding into existing modes of communication. Energy best practise during training and induction should be featured even at a level reflecting corporate commitment.

Our organisation communicates occasional messaging on sustainability. We mention energy best practise during training and induction and we do not engage with our colleagues in matters pertaining to energy efficiency or sustainability.

Your organisation's messaging on energy and sustainability should start to flow into engaging with colleagues starting with signage and training materials.

Our organisation regularly communicates messaging on sustainability. We mention energy best practise during training and induction and we engage sporadically with colleagues in matters pertaining to energy efficiency and sustainability.

Your organisation should be regularly communicating messaging on sustainability and how you are working towards your goals both internally and externally. Energy best practise should form part of training and induction with ways of working including best practise material. The concept of energy and sustainability champions should be utilised. Reporting on consumption should form part of your MI pack with the associated responsibility for the energy budget.

Our organisation regularly communicates messaging on sustainability and how we are working towards our goals. We mention energy best practise during training and induction and have sone best practise material available for reference. We engage with colleagues in matters pertaining to energy efficiency and sustainability reactively if we are on a push to reduce costs.

Your organisation should look to have your targets and achievements externally validated and have accredited reporting mechanisms. Sustainable ways of working needs to be embedded into the organisation. Regularly held awareness campaigns focusing on areas of efficiency and sustainability should be held that supports delivery of the energy budget.

Our organisation publishes and references our sustainability goals and achievements. We have externally validated and accredited reporting mechanisms. Our induction and training processes references the importance of sustainable ways of working that sign posts to supporting literature. We regularly hold awareness campaigns focusing on areas of efficiency and sustainability.

Your organisation is at the highest level of maturity, continual vigilance is required to avoid the risk of energy being seen as fixed. Refreshing of communications and incorporating new technologies will keep the message fresh.

Our organisation has reduction targets and milestones, with access to granular AMR energy consumption data from both utility revenue meters and a maintained building controls and sub-metering infrastructure.

Our organisation does not have any reduction targets or sub-metering infrastructure and we have only basic utility consumption information through our energy invoices and a rough idea of utility spend.

Your organisation needs to understand what consumption best practise looks, carry out benchmarking to understand what the cost of energy is to your business and what the opportunity for savings is. You will need to obtain access to regular half hourly based consumption data for at least your electricity consumption and an understanding of any existing building controls technologies.

Our organisation does not have any reduction targets or sub-metering infrastructure. We have access to half-hourly electricity consumption information and a clear idea of how much we spend as a whole on utilities.

Your organisation needs to complete analysis to understand where energy is typically being used and where waste is occurring within your sites. Your organisation also needs to gain an understanding of the carbon impacts then create science based reduction targets.

Our organisation has reduction targets that are regularly reported but little or none sub-metering infrastructure. We have access to main incomer half-hourly electricity consumption information. We have a clear understanding on a site by site basis of utility costs.

Your organisation needs to invest in AMR technologies across the major utilities to provide granular consumption data. Linked with a automatic monitoring, targeting and reporting platform this can drive cost avoidance, improved ways or working and validate reduction activities. You need to codify your sustainability reporting into the three emission bands.

Our organisation has clear reduction targets and metrics that are frequently reported on and published internally and externally so that stakeholders can understand progress towards our goals. We have the infrastructure in place to collate data on a half hourly basis on a day +1 basis. We are able to breakdown our energy costs both by site and major asset infrastructure / departments.

Your organisation should engage with external validation organisations around carbon reporting to disseminate your progress. Your systems need to gather much more granular data allowing for the introduction of nudge technologies and development of ML and AI applications to asset optimisation.

Our organisation has clear reduction targets and metrics that are frequently reported on and published internally and externally so that stakeholders can understand progress towards our goals. We have the infrastructure in place to collate live energy data and to allow for cloud based machine learning. Utilities are completely integrated in the various cost centres and asset life cycles models.

Although your organisation is at the highest level of maturity, opportunities are developing for the application of IoT solutions and cloud based services to ensure assets are continually being optimised, data shared and the value further realised.

Our organisation has leaders that have accountability for energy at board level, with management having KRAs to assure delivery and operational structures dedicated to the control and management of energy consumption

Our organisation has no accountability for energy and sustainability at board level. Our managers have no KRAs around their impacts on energy use and we do not have any resource for energy management.

Your organisation needs to assign accountability for energy at board level and drive how energy efficiency can be supported within existing resources and structures.

Our organisation has no accountability for energy and sustainability at board level. Our managers have no KRAs around their impacts on energy use but we do have some non-dedicated resource to energy management on an adhoc basis.

Your organisation needs to dedicate resource to energy efficiency either directly or indirectly to start to address the various operational challenges on developing and delivering a coherent energy strategy.

Our organisation has accountability for energy and sustainability at board level. Our managers have no KRAs around their impacts on energy use but we do have dedicated resource to energy management working outside any strategic framework.

As easy wins have been exhausted, your organisation needs to enhance its resource and capability in energy management through Bureau and other cloud based services to further support deliver your strategic goals.

Our organisation has accountability for energy and sustainability at board level. Our managers have no KRAs around their impacts on energy. We do have dedicated resource to energy management working to deliver our strategic goals.

Your organisation needs to embed sustainability into every aspect of business with KRAs for all managers aligning with the Corporate vision to drive personal accountability for all aspects of a business energy and carbon footprint.

Our organisation has clear lines of accountability for energy and sustainability with board representation. Our managers have KRAs around their impacts on energy use and we have a dedicated energy team with the operational responsibility to deliver our energy strategy.

Your organisation is at the highest level of maturity. Only radical shifts in the way your business operate can leverage further improvements. Your knowledge and experience should be used to influence and drive behaviours of your supply chain to reduce their carbon foot print and your scope 3 emissions.

Does your organisation have supply contracts structured where the ability to manage demand can be incorporated into trading positions, avoid peak non-commodity charges or be used in revenue generation schemes.

Our organisation buys energy at a fixed rate for an agreed duration that generally renews with the incumbent supplier.

Your organisation needs to ensure energy supply contracts are tendered prior to renewal to avoid out of contract rates or inflated charges.

Our organisation buys energy at fixed but multiple rates for an agreed duration and goes through a regular tender exercise.

Your organisation needs to look at options to disaggregate your supply contracts to fully understand what is driving your price and be able to take advantage of opportunities to reduce costs.

Our organisation buys energy on a disaggregated contract basis with a strategy that prioritises on price surety. We are a passive consumer of energy and do not have the ability to flex our demand.

Your organisation needs to look at becoming at active participant in the use of power by investing in demand management processes or technology to avoid peak charges, generate revenue and adapting a risk based approach to power purchasing.

Our organisation has a risk based purchasing strategy for a fully disaggregated energy supply that can incorporate and load balance off site PPA supply agreements. We engage in demand side management to avoid some non-commodity charges.

Your organisation needs to look at adopting and folding in additional power purchasing opportunities such as offsite and onsite PPAs from different energy sources into existing purchasing arrangements. You need to develop a virtual power plant that maximise the value from your ability to manage load.

Our organisation has a clear, risk based and regularly reviewed purchasing strategy for a fully disaggregated energy supply. Our purchasing framework can incorporate and load balance off site PPA supply agreements coupled with a virtual power plant that maximises the benefit of our ability to control our energy use to avoid costs or generate revenue.

Although your organisation is very mature in this pillar, opportunities exist in balancing services or energy trading where the purchasing and use of energy is seamless

Recommendations

Your Score

Policies, strategy, and vision
Methodological approach
Awareness, knowledge and engagement
Energy performance management and information systems
Organisational structure
Energy purchasing

Maturity Model