Page 44 - index

Fig. 7 – Best pratice exam-
ples for mobilizing the orga-
nization (Source: Lit search,
corporate materials)

Lever 9: Push behavioral change to measure and to sustain. They require everyone
To realize the full potential of energy savings, to change their behavior, and the payback time is
everyone must internalize energy effciency long - sometimes up to three years. In most cases,
thinking and act accordingly (e.g., switch off the energy users don’t have to pay for it, and they are
light and close the windows when leaving the rarely credited for the savings. New metrics have to
offce). Communicating know-how is only half be set up to ensure they do.
the equation. Leaders should also award prizes Bain’s experience shows three watch-outs to avoid
for effciency achievements or sponsor activities. unsuccessful programs:
When energy-effciency targets are reached, they • ensure top management support
should be celebrated. • Unless the CEO shows strong and ongoing
enthusiasm for energy eff-ciency, middle
managers will show lackluster support for an
Three reasons why programs fail effort that delivers only marginal savings;
Many manufacturers have tried and failed to put • align responsibilities and budgets
into place integrated energy-effciency programs. If • Often, one unit must invest in effciency while
not done right the savings barely cover the program another unit reaps the savings - a problem if
cost and the company sees no uptick in employee the program’s budget is distributed throughout
motivation or its corporate image. the company. Giving the program its own
Also it takes stamina to drive energy-effciency budget responsibility can help organizations
programs to success and not to let them wither avoid this fragmentation;
away. Typically they chase small improvements • create data transparency and install target
over a wide range of systems which are not easy tracking

42 Impiantistica Italiana - Novembre-Dicembre 2013