Energy
on the changes proposed. This was a significant initiative, which involved one-to-one meetings with members of staff who were most likely to be impacted by the changes, so that their views and ideas could be considered during the decision- making process.
This was the start of an ongoing campaign to initiate and build an energy saving culture across the DH’s facilities. This is viewed very much as a long-term project, building and maintaining motivation and momentum over time. The wide- ranging programme included changes to how the building and facilities services were managed, through to staff education and engagement campaigns. For example, working patterns were reviewed, leading to more cleaning services being fulfilled during working hours, as opposed to when the building was empty, which meant that lighting and heating could be turned down or off earlier. Night-time security guards were also encouraged to turn off lights and appliances that were clearly not in use.
Further, staff engagement is critical to success, and is facilitated and fostered through a number of energy champions across the facility. Additionally, regular, understandable and accessible information is provided on energy use, so that everyone feels informed, motivated and able to participate, and EMCOR UK also hosts educational and interactive energy days for all the building’s users to be involved in.
The programme at the DH was designed to encourage two-way communication. Teams are motivated to come up with their own initiatives, to help to deliver on the shared goals. Success can then be shared by communicating case studies and progress, so that staff can see the results of their actions. EMCOR UK recognises and celebrates the innovation of individuals and teams through its employee awards scheme, which in 2012 recognised the outstanding efforts of its DH team.
Technical training and awareness of the latest energy-saving products and methods is also important. EMCOR UK underpins this by developing the leadership skills of its frontline team leaders through innovative training at the Royal Military Academy, Sandhurst. A key outcome of this training is the ability of frontline management to identify specific objectives, and then help their team work together to achieve them and take pride in what they have done.
The tough energy efficiency targets laid down by government for the DH are currently on course to be delivered ahead of time. By building an inclusive energy-aware culture, employees and building users have been motivated, informed and empowered, not only to implement initiatives, but to also come up with their own. Although each of these initiatives contributed incremental savings, taken together they mean that the energy saving culture is helping to deliver efficiency targets before the deadline.
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In summary For many organisations cultural change takes leadership and time to establish, and continuous effort, focus and inspiration to maintain. EMCOR UK’s collaborative approach with the Department of Health illustrates that this is well worth the effort. Developing an energy centric culture not only delivers benefits in the short-term, including significant cost savings and greater employee engagement, but it can also contribute directly to achieving longer term energy reduction targets. Which is why we can say with confidence – ‘many hands make lighter work’ when it comes to reducing energy.
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