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Empowering Energy Efficiency: Enhancing Sustainability in Building Operations

This report outlines the critical role of energy efficiency and sustainability programs in building operations. It highlights that 31% of companies recognize sustainability as a profit contributor, while 67% view it as essential for competitiveness. Through initiatives such as baseline energy targets, employee engagement, and low-cost energy conservation measures, organizations can achieve significant savings and foster innovation. The challenges of energy management can be addressed through strategic auditing and continuous improvement, positioning firms like Colliers to capitalize on this growing wave of sustainability awareness.

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Empowering Energy Efficiency: Enhancing Sustainability in Building Operations

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  1. Building Occupant / Client EmpoweredEnergy Efficiency& Sustainability Programs Colliers International Broker Sustainability Practice Group October 25, 2012

  2. Sloan Management Review –Boston Consulting Group SustainabilitySurvey of 2800 Companies • 31%: Contributing to profits • 67%: Necessary to competitiveness • “Embracer’s” (24%) • Integrate it into operations • Enlist & engage employees

  3. World Business Council for Sustainable Development Building Energy Efficiency Manifesto 100 Signatories • Create a baseline • Set energy & CO2 targets • Publish a policy • Carry out audits & strategy • Publish progress. • Promote building energy efficiency among suppliers, employees and others…

  4. Benefits • Bottom line • Operating cost reduction • Profit • Top line • Brand • Image • Partners and customers • Employee recruitment • Innovation • Investment community commitments • Property value • Added value services for Colliers

  5. Case Example: Fortune 150 National Retailer • 164 store pilot over 5 years • Human behavior and operationalchanges only • No significant equipment or building retrofits • Average energy & cost reduction by year

  6. National Fast Casual Restaurant ChainPilot Survey and Business Case • Several hour survey of one restaurant • Building energy model • 10 Energy Conservation Measures • All less than $225 • 7 less than $100 • All less than 12 month payback • Total costs $1200 • Savings $6400/year • Net positive cash flow

  7. Approach • “Low hanging fruit” opportunities with minimal cost • Operational and human behavior changes • Employee engagement and empowerment • Part of way of doing business and culture • Just likeTotal Quality Management (TQM) • Parallel International Standards • ISO 50001:Energy Management (2011) • ISO 14001: Sustainability Management (1996) • ISO 9001: Quality Management (1987)

  8. Challenges • Accountability for consumption and costs • Measurement and data • Cost allocation and sub-metering • Investment criteria (payback) • Leases … but they can be managed.

  9. Suggested Colliers Strategy • Audit / survey representative buildings • Develop case studies for representative buildings • Pilot several representative facilities with tenant / client involvement • Develop standard practices/offerings • Market to new and existing clients • Develop and grow as a part of property management and consulting practice

  10. Summary • Sustainability is a “WAVE” sweeping most companies • We are on the leading edge of the wave • Opportunities still exist to create added value • Human behavior and operational changes • Can result in significant benefits • Can be implemented with little cost • Fit within many companies’ corporate goals • Are likely to be supported by many employees • Challenges are surmountable • Presents an opportunity of Colliers • To add value to business • To improve competitiveness • To make client relationships more durable (“sticky”)

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