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Stuart O'Brien

You can now register for the Energy Management Summit 2024

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Calling all Energy Managers! You can now reserve your delegate places at the next Energy Management Summit – we have both live and virtual attendance options available.

The Energy Management Summit is a unique event specifically designed for senior professionals like you within the industry!

October 8th & 9th, 2024

Radisson Hotel & Conference Centre – London Heathrow

You can attend this two-day event entirely for FREE.

BOOK YOUR PLACE HERE

Access online courses to boost your Energy Management skills

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We have a wide selection of online courses tailored specifically for the energy management sector, enabling you to both amass new skills and improve existing ones in 2024 and beyond – start learning today!

These are specially-curated online courses designed to help you and your team improve expertise and learn new things.

The Management, Leadership & Business Operations online learning bundle provides you with over 50 courses, which cover all areas of both professional and personal development:

  • Costs, Volumes and Profits Certification
  • Agenda Setting Certification
  • Health and Safety in the Workplace (UK) Certification
  • GDPR in The Workplace Certification
  • Project Management Foundation (Small Projects) Certification
  • Project Preparation Certification
  • Making Meetings Matter Certification
  • Marketing Certification Level 2
  • Managing Emotions at Work Certification
  • Managing Your Workload Certification
  • UK Employment Law Certification
  • Workplace Monitoring and Data Protection Certification

And many more!

Find out more and purchase your ticket online here.

Additionally, there are a variety of bundles available on all spectrums;

  • Personal & Professional Development
  • Healthcare
  • Sports & Personal Development
  • Human Resources
  • Customer Services
  • Health & Safety
  • Education & Social Care Skills
  • Sales & Marketing
  • IT & Personal Development

Book your courses today and come out of this stronger and more skilled!

If you specialise in Energy Management Systems we want to hear from you!

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Each month on Energy Management Briefing we’re shining the spotlight on a different part of the market – and in January we’ll be focussing on Energy Management Systems.

It’s all part of our ‘Recommended’ editorial feature, designed to help energy management buyers find the best products and services available today.

So, if you’re a supplier of Energy Management Systems and would like to be included as part of this exciting new shop window, we’d love to hear from you – for more info, contact Danielle James on 01992 374085 / d.james@forumevents.co.uk. 

Our features list in full:

Jan 24 – Energy Management Systems
Feb 24 – Renewable Energy
Mar 24 – Carbon Management
Apr 24 – Metering & Monitoring
May 24 – Water Management/Strategy
Jun 24 – Energy Storage
Jul 24 – Data Collection & Management
Aug 24 – Waste Management
Sept 24 – Solar PV
Oct 24 – Lighting
Nov 24 – Heating & Ventilation
Dec 24 – Onsite Renewables

Procurement leaders concerned about talent gap

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Only 14% of procurement leaders express confidence in their talent’s ability to meet the future needs of the function, as business acumen and technology/data competencies have rapidly grown in importance over more traditional procurement skills.“Procurement leaders are generally confident in the current state of their talent and the ability to meet their near-term objectives,” said Fareen Mehrzai, Senior Director Analyst in Gartner’s Supply Chain Practice. “However, our data shows that chief procurement officers (CPOs) are worried about the future and having sufficient talent to meet transformative goals based around technology, as well as the ability to serve as a strategic advisor to the business.”

The Gartner survey of 111 procurement leaders in June 2023 showed a bifurcation between procurement leaders’ assessments of current and future talent needs in the function. While 46% of respondents are confident in their current talent needs, only 14% agree they have adequate talent to meet future requirements. The number of respondents who strongly disagreed with the statement that they have adequate talent tripled from current levels when asked about their future requirements (see Figure 1).

Figure 1: Procurement Talent Readiness, Current vs. Future Needs
[Image Alt Text for SEO]

Source: Gartner (November 2023)

Driving the lack of confidence in future talent readiness is a shift in the key competencies CPOs need to help drive objectives associated with procurement transformation. Sixty-nine percent of respondents said business acumen had gained importance in the last 12 months, while 68% said technology and data skills had increased in importance. Only 26% said “traditional procurement competencies” had gained importance in the same period.“Procurement leaders are aware that the competencies required to drive transformation are different from traditional procurement skills, and that there are significant gaps between their current and future needs for the most important competencies,” said Mehrzai. “Ninety-six percent of respondents reported at least a small gap in their needs for technology and data skills, while 86% reported the same when it came to business acumen.”

Gartner’s survey data suggests that more work needs to be done in refining competency planning strategies to meet future talent needs in the procurement function. While more than 65% of respondents reported that their organizations have dedicated strategies to target the most critical competencies, only 31% believe that their current competency models are relevant to their staff’s work.

“In evaluating current competency levels, we see procurement leaders relying most on peer and stakeholder feedback, while less than half report engaging in competency-driven interviews to directly evaluate their staff’s skills,” said Mehrzai. “Considering the significant gaps in the most critical future competencies, CPOs need to consider expanding their options in how they train and evaluate their staff.”

Photo by Memento Media on Unsplash

ON-SITE RENEWABLES MONTH: Selecting the right partner for your organisation

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In the current climate of environmental awareness and the push towards sustainability, on-site renewable energy solutions are increasingly vital for both public and private sector organisations in the UK. Energy Managers tasked with sourcing and selecting partners for these initiatives face a complex challenge. They must balance cost, efficiency, reliability, and sustainability. Here are some top tips to guide Energy Managers in this crucial decision-making process, based on input from attendees at the Energy Management Summit…

1. Assess the Full Range of Renewable Options

Firstly, it’s essential to understand the variety of on-site renewable energy solutions available, such as solar panels, wind turbines, biomass systems, or geothermal energy. Each has unique benefits and suitability depending on the location, size, and energy needs of the organisation. A thorough assessment will help in identifying the most appropriate renewable energy source.

2. Evaluate Technical Expertise and Experience

The technical expertise of the potential partner is paramount. Look for partners with a proven track record in deploying the type of renewable energy system you are considering. Experience in similar projects and sectors can offer insights into their capability to deliver a system that meets your specific needs. Ask for case studies or references to gauge their expertise.

3. Consider Long-Term Reliability and Maintenance Support

It’s not just about installation; long-term service and maintenance are crucial for ensuring the sustainability and efficiency of the renewable system. Evaluate the partner’s commitment to ongoing support and maintenance services. Reliable aftercare is essential for maximising the lifespan and effectiveness of the renewable energy installation.

4. Analyse Cost-Effectiveness and ROI

While the environmental benefits are clear, on-site renewables must also make economic sense. Examine the cost-effectiveness of the proposed solutions and consider the return on investment (ROI) over time. This includes analysing initial installation costs against long-term energy savings and potential benefits from government incentives.

5. Check for Regulatory Compliance and Certification

Ensure that the partner adheres to all relevant UK regulations and standards for renewable energy installations. They should have the necessary certifications and comply with health, safety, and environmental regulations. This compliance is not only a legal requirement but also assures quality and reliability.

6. Prioritise Collaboration and Communication

A successful renewable energy project requires effective collaboration and communication. Choose a partner who is willing to work closely with your organisation, understands your goals, and can provide customised solutions. Good communication throughout the project ensures that any issues are promptly addressed and the project aligns with your organisation’s objectives.

7. Assess Sustainability Credentials

Finally, consider the sustainability credentials of the partner. This includes their approach to sourcing materials, their carbon footprint, and overall corporate social responsibility (CSR) practices. Partnering with a company that prioritises sustainability aligns with the environmental ethos of implementing on-site renewables.

Conclusion

Selecting an on-site renewables partner is a significant decision for Energy Managers in the UK, requiring a careful balance of technical, economic, and environmental considerations. By thoroughly evaluating potential partners against these criteria, Energy Managers can ensure that their renewable energy initiatives are successful, sustainable, and beneficial in the long term.

Are you researching on-site renewables for your organisation? The Energy Management Summit can help!

Digitalisation to be ‘main driver’ of Operational Technology

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Almost half (45%) of industrial companies believe digitalisation will be the primary reason that new operational technology (OT) job roles will be created in the next three years.

The research, commissioned by Schneider Electric and carried out by Omdia, polled 407 industrial companies ranging from small and medium enterprises to large companies across western Europe (UK, Germany, France, Italy, Spain, Denmark and Sweden), the US, China, India, and Southeast Asia (Vietnam, Thailand and the Philippines). The study highlighted the scale of the global industrial skills crisis, with talent acquisition a key challenge for more than half of those surveyed (52%).

However, it also identified the cure for this problem. Alongside job creation, over two-thirds (70%) of those surveyed agree that digitalization will help to tackle talent shortages, highlighting the potential of digital tools to deliver more than just productivity and efficiency.

While the skills crisis rages, the industrial workplace is undergoing rapid change. Sustainability goals and advanced technologies, such as Artificial Intelligence (AI) and digital twins, are becoming further integrated into the workforce. The research found that 45% and 47% respectively believe that the increasing requirements of industrial companies to meet environmental and social sustainability goals will require a significant extension of existing job roles in the plant.

“Digitalization doesn’t just benefit productivity and overall efficiency. It’s vital for solving some of the people-centric challenges facing industrial businesses,” said Ali Haj Fraj, Senior Vice President, Digital Factory, Industrial Automation at Schneider Electric. “There’s a real opportunity for industrial enterprises to optimize and enhance OT roles. By reducing the time spent on administrative tasks and enabling people to better fulfil their potential, we can solve many of the key challenges facing these businesses and help build a more sustainable future.”

The survey found that over half of respondents (52%) consider talent acquisition and retention to be a challenge, but one that can be overcome, showing that a level of optimism is shared among industrial businesses around overcoming workforce challenges.

Three in five (60%) believe OT roles will change in the next three years, either moderately (41%) or significantly (19%). Furthermore, a large majority (73%) agree that digitalization will substantially change the nature of work in the next three years. Three in ten (31%) consider quality-control roles to be most significantly augmented or enhanced by digitalization.

The survey also found that in the next three years industrial companies expect new skills will be required in areas like robotics programming and integration (49% of the respondents say they have no or insufficient skills in this area) and data processing, visualization, and analytics (on average more than 30% have no or insufficient skills in these areas). While respondents say they are prioritizing investment in data processing, visualization, and analytics, robotics programming and integration is indicated as only a medium priority for almost half of those surveyed. A key recommendation from the research is thus for industrial companies to work with partners across the industrial ecosystem who can help meet technology skills deficits with solutions, training, and other capabilities to prepare their workforce for the future.

“The changing nature of the industrial workforce is, and will increasingly, necessitate investment in digitalization to empower staff and improve productivity and efficiency,” said Alex West, Senior Principal Analyst, Industrial IoT and Sustainability at Omdia. “If they don’t, the broader and more serious longer-term impact will be on innovation and an inability to mitigate talent shortages.”

The full report, entitled The Future of Work in Industry, can be accessed here.

Photo by NASA on Unsplash

Concrete industry decarbonisation plans set in stone

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Ten of the world’s largest concrete companies and cement plants, including Heidelberg, Cemex and Holcim, have joined architects, engineers, and construction firms in a collective acknowledgement for action on decarbonisation of the industry. The Mission Possible Partnership (MPP) has developed a new strategy with industry input that sets out milestones and commitments needed by government, industry and investors over the next 25 years to make net zero emissions concrete and cement a reality.

Concrete is the world’s most widely used material after water, and with cement, it is an essential part of the global economy, critical to buildings, transportation, and other infrastructure. The sector currently generates 8% of global CO2 emissions: more than aviation and shipping combined. The challenge of increasing emissions is becoming more urgent as production of concrete and cement is increasing to meet global needs. Without efficiency gains, demand for cement is projected to increase by 50% by 2050.

‘Making Net Zero Concrete and Cement Possible’ shows, through its Net Zero scenario, how the sector can reach net zero GHG emissions and comply with a 1.5°C target if urgent action is taken across all three groups of levers:

  • 22% emissions reduction can be achieved on the demand side through efficiency improvements in construction and design reducing the volume of concrete needed without compromising safety or durability.
  • 25% reduction can be achieved in process emissions on the supply side by deploying Supplementary Cementing Materials (SCMs) to decrease the use of clinker; whilst bringing alternative chemistries to commercial stage.
  • 53% of emissions can be reduced, eliminated or captured through a combination of fuel switch, power sector decarbonisation and carbon capture utilisation and storage (CCUS).

CCUS currently has the largest emissions saving potential of all available technologies, and 33-45 new CCUS plants with an annual capacity of 80 megatonnes (Mt) of CO2 must be in operation by 2030 for the industry to stay within its carbon budget. However, new data from MPP’s tracking of green industrial projects – released by MPP for COP28 – shows that the current pipeline falls short, as projects struggle to reach FID. Fifteen plants have so far reached this critical point.

MPP is calling for immediate action across the concrete production value chain from industry, governments and financial institutions worldwide to create an enabling environment for innovation and decarbonisation. Its roadmap details actions needed in the short and long term to rapidly decarbonise the sector.

Near-term milestones

By 2025:

  • Governments permitting increased use of SCMs and using procurement power to bring about deployment
  • Concrete demand reduces by 4% compared with business-as-usual
  • CO₂ transport and storage plans in place and construction started across three regions

By 2030:

  • 33-45 commercial scale carbon capture plants to be operational
  • Concrete demand peaks and starts decreasing globally
  • Global average clinker-binder ratio drops to a global average of 0.54-0.58 from 0.63 today.

By 2035:

  • 35% reduction in emissions achieved if previous milestones are met

Mission Possible Partnership CEO, Faustine Delasalle, said: “Our report sets out precisely what needs to happen to make zero carbon concrete and cement a reality, but time is not on our side. The moment to roll up our sleeves and work together across the value chain and with governments is now. Immediate collaboration and cooperation – from producers through design and construction – together with policymakers and finance – is essential to making the necessary progress this decade.

Collective acknowledgement for the strategy, from a wide variety of companies and the largest in the concrete and cement sector reflects the growing momentum of business for action in the near term. Making Net-Zero Concrete and Cement Possible joins a series of industry transition strategies, backed by 200+ industry players and developed by MPP to guide decarbonisation of seven hardest-to-abate sectors.

Photo by Jonny James on Unsplash

ONSITE RENEWABLES MONTH: Navigating a changing landscape for Energy Managers

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The UK’s commercial sector has witnessed a significant shift in its approach to energy management over the last decade, with a growing emphasis on on-site renewable energy solutions. For Energy and Facilities Managers, this evolution represents a transition towards sustainability, efficiency, and economic viability. Here we explore how approaches to on-site renewable energy solutions have evolved and the implications for professionals managing commercial energy needs, based on input from attendees at the Energy Management Summit…

1. Diversification of Renewable Energy Sources

Initially, the focus of on-site renewable energy was predominantly on solar photovoltaic (PV) panels. While solar remains a cornerstone, there is now a more diverse range of options available. Wind turbines, biomass energy systems, and geothermal energy solutions are increasingly being considered and implemented, depending on site-specific factors like location, climate, and energy requirements. This diversification allows Energy Managers to tailor solutions that maximise efficiency and return on investment.

2. Integration with Smart Energy Systems

The integration of renewable energy solutions with smart energy management systems marks a significant advancement. Modern systems allow for real-time monitoring and management of energy consumption, enabling more efficient use of generated renewable energy. Smart grids and energy storage systems have also become more prevalent, allowing for the storage of excess energy and improving the reliability of renewable sources.

3. Financial Models and Incentives

The evolution of financial models and government incentives has made renewable energy solutions more accessible and attractive. Initiatives like the Feed-in Tariff and Renewable Heat Incentive in the UK have provided financial incentives for adopting renewable energy. Moreover, models such as Power Purchase Agreements (PPAs) and leasing options have reduced the upfront costs, making renewable installations feasible for a wider range of businesses.

4. Emphasis on Sustainability Goals

There is an increasing alignment of renewable energy strategies with broader corporate sustainability goals. Companies are not only adopting renewables for economic benefits but also as part of their commitment to reducing carbon footprints and achieving Net Zero targets. Energy Managers are now integral to these sustainability strategies, driving initiatives that meet both environmental and business objectives.

5. Technological Advancements and Efficiency

Technological advancements have significantly improved the efficiency and viability of on-site renewable energy systems. Innovations in solar panel technology, wind turbine design, and energy storage have enhanced the effectiveness of these systems. Energy Managers now have access to more efficient, reliable, and cost-effective solutions than ever before.

6. Collaborative Approaches and Partnerships

Finally, the approach to implementing on-site renewable solutions has become more collaborative. Energy Managers are increasingly working in partnership with energy consultants, technology providers, and government bodies to develop and implement comprehensive energy strategies. This collaborative approach ensures the adoption of best practices and maximises the potential benefits of renewable systems.

Conclusion

The landscape of on-site renewable energy solutions in the UK’s commercial sector has evolved considerably, offering Energy and Facilities Managers a range of options to meet their energy needs sustainably and efficiently. By embracing these advancements and integrating renewable solutions into broader energy strategies, they are playing a pivotal role in steering the commercial sector towards a more sustainable and environmentally responsible future.

Are you researching on-site renewables for your organisation? The Energy Management Summit can help!

Photo by Max Bender on Unsplash

SSE Energy Solutions to build first electric HGV charging hub

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SSE Energy Solutions will build its first fully electric charging hub for heavy goods vehicles (HGVs) at Tyseley Energy Park in Birmingham in the West Midlands.

The hub, located near the busy A45 in the east of the city, will accommodate up to four electric HGVs at a time and house powerful 360 kW chargers capable of dispensing up to 300 kilometres of charge within 1-2 hours, depending on the type and size of the vehicle and battery being charged.

With just 0.3% of HGVs on Britain’s roads currently electric, the project is a key milestone in SSE’s strategy to help decarbonise the road freight sector. It is estimated that diesel-run HGVs account for 17% of all road transport emissions in the UK despite making up just 5% of vehicles on its roads.

SSE has already partnered with a number of transport solutions and logistics businesses across the UK, including global logistics firm DHL, to accelerate the transition to battery-powered HGVs.

The company plans to build 500 ultra-rapid charging hubs for electric cars and commercial fleets powered by traceable, renewable energy in the UK and Ireland by 2030, with a number of sites already operational.

Established in 2010, Tyseley Energy Park is owned by the Webster and Horsfall Group and is home to the UK’s largest hydrogen refuelling station and a 10 MW waste-wood biomass power plant which generates enough electricity to power 17,000 homes.

SSE’s charging hub at the site will include a canopy which is to be formed from a combination of galvanised steel and sustainable timber and will incorporate a rainwater harvesting system to capture surface rainwater and irrigate a living green wall within the site. This means a living habitat for insects, bees, birds and bats.

Ben Brickwood, EV project development manager at SSE Energy Solutions, said: “The development of our first all-electric HGV charging hub at Tyseley Energy Park is a crucial step for SSE as we continue to enable the decarbonisation of Britain’s transport infrastructure and industries. Drawing on our expertise and experience with bus depot electrification and the roll out of EV passenger car hubs, this project demonstrates our commitment to accelerating the transition to electric for all vehicles and building the framework needed to support their rollout.

“We believe that through investments like this, and by working closely with partners like Webster and Horsfall, we can play a leading role in driving down transport emissions and building a net zero future in Birmingham, the West Midlands and beyond.”

David Horsfall, Director of Property, Tyseley Energy Park, said: “We are delighted to welcome SSE to Tyseley Energy Park and see the launch of their ambitious new HGV charging hub. This will be an enormous boost for the area which was recently re-branded as the Green Energy Innovation Quarter for Birmingham. This first of a kind HGV charging station will complement the clean fuels already on offer at TEPs low and zero carbon refuelling station and is a major step forward in the region’s efforts to improve air quality and decarbonise.”

SAVE THE DATE: Energy Management Summit 2024

 960 640 Stuart O'Brien
By:

If you’re an energy management industry professional, make sure you reserve your delegate place at the next Energy Management Summit – we have both live and virtual attendance options available.

The Energy Management Summit is a unique event specifically designed for senior professionals like you within the industry!

October 8th & 9th, 2024

Radisson Hotel & Conference Centre – London Heathrow

You can attend this two-day event entirely for FREE.

BOOK YOUR PLACE HERE