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Energy Managementin a Military Expeditionary Environment
Cdr Andrea Manfredini
Miss Jennifer Doran
Agenda
•Requirement and Background
•Project Design
•COM-B and Baseline Findings
•Proposed Interventions
•Results and What’s Next
Agenda
•Requirement and Background
•Project Design
•COM-B and Baseline Findings
•Proposed Interventions
•Results and What’s Next
Requirement
• Energy Management (EM) is an effective tool for achieving Energy Efficiency (EE)
• Main challenges:
• sharing EE technologies and best practices;
• establishing common energy standards and EM techniques in NATO
• EE solutions, whether material (technologies) or non-material (e.g. EM techniques), need
standardisation requirements in order to maintain interoperability
• EE should become a Minimum Capability Requirement (MCR) for national initiatives and
innovative solutions, and be included in the NATO Defence Planning Process (NDPP)
• Long term goal is to contribute to the development of NATO Standard Agreements
(STANAGs) related to EM in operational environments
As a result of these points, NATO ACT tasked NATO ENSEC COE to study EM solutions
Background
Part 1: 2014 - NATO ENSEC COE procured a baseline
study
Part 2: 2015 - produced an ISO 50001:2011
application plan for use in a DFI military environment
and a handbook
Part 3 (on going): 2017 - case study / experiment to
test the applicability and value of a draft military
adaptation of ISO 50001:2011
Agenda
•Requirement and Background
•Project Design
•COM-B and Baseline Findings
•Proposed Interventions
•Results and What’s Next
Plan
Do
Check
Act
7
P-D-C-A: ISO 50001:2011 principle NDPP principle
Project Design
Org
anis
atio
nal
Man
agem
ent
(C2
)
Tech
no
logi
cal A
pp
licat
ion
s
Beh
avio
ur
Ch
ange
Energy Management
8
NATO UNCLASSIFIED
Project Design
• A case study methodology to identify changes in how energy is managed before and after implementingnew guidance based on an ‘enhanced’ ISO 50001:2011 approach.
• Enhanced ISO 50001:2011 approach: ISO + technological applications (e.g. metering) + behaviour change(e.g. COM-B).
• Multi-organisational and multi-disciplinary team: military + civilian; engineering + managementconsultancy + behavioural science.
• Civilian engineer• Metering and monitoring equipment
• Military engineers• Case study camp location• Command and Control (C2)
• Civilian behavioural scientists• COM-B method
• Civilian engineer• Metering and monitoring expertise
• Project Management• Civilian management consultant• International military expertise
Types of data: Questionnaires Observations Meter readings Context information
# 1 2 3 4 5 6 7 8 9 10
Eve
nt
Camp 1 Vilnius 1 Camp 2 Paris 1 Vilnius 2 Camp 3 Camp 4 Paris 2 Remote RemoteP
urp
ose
Rec
ce
Po
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s
Bas
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e d
ata
colle
ctio
n
Po
st-b
asel
ine
dat
a
colle
ctio
n m
eeti
ng
&
FISH
wo
rksh
op
Pre
sen
tati
on
an
d
dis
cuss
ion
of
pro
toty
pe
inte
rven
tio
ns
Imp
lem
enta
tio
n o
f
inte
rven
tio
ns
Po
st-i
mp
lem
enta
tio
n
dat
a co
llect
ion
Po
st-i
mp
lem
enta
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n
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a co
llect
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mee
tin
g
& w
ork
sho
p
An
alys
is o
f re
sult
s
Rev
isio
no
f h
and
bo
ok
Dat
e Dec
2017
Dec
2017
Feb
2018
Mar
2018
Apr
2018
Jun
2018
Jan
2019
Feb
2019
Mar
20192019
Monitoring
NATO UNCLASSIFIED
Project Design
Complete
In progress
Future work
Agenda
•Requirement and Background
•Project Design
•COM-B and Baseline Findings
•Proposed Interventions
•Results and What’s Next
COM-B
Michie S, Atkins L, West R. (2014) The Behaviour
Change Wheel: A Guide to Designing
Interventions. London: Silverback Publishing.
12
COM-B Element Definition
Capability
• Physical: having physical skills, strength, or stamina.
• Psychological: having the knowledge, psychological skills,
strength, or stamina to engage in the necessary mental
processes.
Motivation
• Reflective: self-conscious planning and evaluations
(beliefs about what is good or bad).
• Automatic: processes involving wants and needs, desires,
impulses, and reflex responses.
Opportunity
• Physical: what the environment allows or facilitates in
terms of time, triggers, resources, locations, physical
barriers.
• Social: interpersonal influences, social cues and cultural
norms that influence the way we think about things.
NATO UNCLASSIFIED releasable to PfP
COM-B
3
144
24
0
5
10
15
20
25
30
35
40
45
Energy Role Non-energy Role
Energy role and initiative awareness
Aware Not aware
0
0.5
1
1.5
2
2.5
3
3.5
4
Troop ranks NCOs Junior Officers Senior Officers
COM across ranks
Capability Opportunity Motivation
Baseline Findings
• Main reasons for not switching off electrical items:
• “I forget to” – solution = reminder to increase opportunity and motivation
• “It is not something I think about” – solution = improve motivation
• “I don’t care” – solution = improve motivation
• Main reasons for switching off equipment:
• “to prevent damage by power surges”
• “because I do at home”
• Respondents’ suggestions for conserving energy:
Increased awareness and more information about the energy need
Switch off lights and unused equipment
Close windows and doors
Automatic turn off of computers and air conditioning
Better instructions with relevant examples
Better, more efficient equipment
More insulation for buildings
Infrastructure expert support
Baseline Findings
Baseline Findings
Baseline Findings
3rd generator
2nd generator
1st generator
Baseline Findings
Systems analysis
Triangulation
Use data to inform decision making at each step
Agenda
•Requirement and Background
•Project Design
•COM-B and Baseline Findings
•Proposed Interventions
•Results and What’s Next
Proposed Interventions
# ESSENTIAL RECOMMENDATIONS (17/37)
1 Establish an energy team: Commander; DFI Base Energy Manager; Unit Energy Manager; wider team
2 Write and disseminate Commander’s Order about the Energy Management System
3 Establish awareness and communications plans
4 Use available shades to reduce heat on: tent a/c units; building a/c units; refrigeration units
5 Move a/c units to enable maintenance: tent a/c units; building a/c units
6 Clean a/c units: filters; coils
7 Introduce tent scheduling to maximise energy efficiency:
categorise tents and use in order of efficiency / state of repair (A-B-C)
increase occupancy levels
turn off a/c units when unoccupied for 12 hours+
8 Schedule the generator demand load in order to level the load
9 Shift the operating times of the water treatment plant to reduce highest peak demand for DT-07
10 Turn off a/c if shelter is unoccupied, or setback if shelter is occupied only during the night, to mitigate peak for DT-02
11 Pre-cool the hall before the lunch hour such that the air conditioning system is not turned on during the high peak
periods to mitigate peak for DT-05
12 Re-iterate during a briefing period / in-processing that leaving the doors open can contribute to the peak demand (for
DT-06)
13 Set up energy team meetings
14 Establish process for how personnel can submit ideas
15 Set targets for 4-6 weeks
16 Implement action plans
17 Monitor progress
Proposed Interventions
Agenda
• Requirement and Background
• Project Design
• COM-B and Baseline Findings
• Proposed Interventions
• Results and What’s Next
Lessons Learned:
• Understanding the context is imperative –
go on a recce, take a baseline
• Commitment needed from all levels
• Communication is key for raising awareness
• Allow sufficient time for changes to happen
• Focusing on fewer interventions can limit
savings
• EM training should be done before
deployment
Results
• Data collection alone is not enough – data must be used to
support decision making processes, take action
Case study is ongoing – watch this space.
Short term:
• Monitor EM changes at the camp
• Final data collection
• Data analysis and report writing
• Handbook review and update
• Implement EM at the NATO ENSEC COE
Medium term:
• Develop a training course
• Conduct another case study to validate findings
• Move from an EM ‘Leader’ role to an EM ‘Advisor’ role
Long term:
• Handbook as the basis for NATO EM doctrine
• Develop a certification methodology for EM at
deployed operational military camps
What’s Next?
