1、36.1CHAPTER 36ENERGY USE AND MANAGEMENTEnergy Management 36.1Communications 36.2Energy Accounting Systems . 36.3Analyzing Energy Data 36.3Surveys and Audits . 36.6Improving Discretionary Operations. 36.7Energy-Efficiency Measures. 36.11Implementing Energy-Efficiency Measures 36.12Monitoring Results
2、. 36.12Evaluating Success and Establishing New Goals. 36.12Building Emergency Energy Use Reduction 36.15NERGY management in buildings is the control of energy useE and cost while maintaining indoor environmental conditions toprovide comfort and to fully meet functional needs. This chapterprovides gu
3、idance on establishing an effective, ongoing energy man-agement program, as well as information on planning and imple-menting energy management projects. The energy manager shouldunderstand how energy is used in the building, to manage it effec-tively. There are opportunities for savings by reducing
4、 the unit priceof purchased energy, and by improving the efficiency and reducingthe use of energy-consuming systems.Water/sewer costs and use may be included in the energy man-agement activity. This could be called “utility management,” but“energy management” is used in this chapter.1. ENERGY MANAGE
5、MENTThe specific processes by which building owners and operatorscontrol energy consumption and costs are as variable as their buildingtypes. Small buildings, such as residences and small commercialbusinesses, usually involve the efforts of one person. Energy manage-ment procedures should be as simp
6、le, specific, and direct as possible.General energy management advice, such as from utility energy sur-veys or state or provincial energy offices, can provide ideas, but thesemust be evaluated to determine whether they are applicable to the tar-get building. Owners and operators of smaller buildings
7、 may onlyneed advice on specific energy projects (e.g., boiler replacement,lighting retrofit). On the other hand, large or complex facilities, suchas hospital or university campuses, industrial complexes, or largeoffice buildings, usually require a team effort and process as repre-sented in Figure 1
8、.Figure 1 is adapted from the ENERGY STARweb site (www.energystar.gov). On the ENERGY STAR web site, each box in theflowchart refers the reader to numerous useful tips.Energy management for existing buildings has these basic steps:1. Appoint an energy manager to oversee the process and to ensurethat
9、 someone is dedicated to the initiatives and accountable tothe company.2. Early communication to solicit feedback for other steps of theprocess.3. Establish an energy accounting system that records energy andwater consumption and associated costs. It should include com-parisons with similar building
10、s, to benchmark and set perfor-mance goals.4. Validate and analyze current and historical energy use data tohelp identify conservation energy-efficiency measures5. Carry out energy surveys and walk-through audits to identifylow-cost/no-cost operations, maintenance, and energy-efficiencymeasures. Hav
11、ing a qualified energy professional do this is rec-ommended.6. Using the survey results, change building operating proceduresto eliminate energy waste.7. Evaluate energy-efficiency measures for expected savings, esti-mated implementation costs, risks, and nonenergy benefits.Recommend a number of pri
12、oritized energy-efficiency projectsfor implementation.8. Implement approved energy-efficiency measures (EEMs). Ten-der projects that must be outsourced.9. Track results using the energy accounting system for overallperformance, supplemented as needed by energy monitoringrelated to specific projects.
13、10. Compare results to past goals, revise as necessary, and developnew goals. Report to management and tenants. Return to step 7and continue the process to maintain and continually improvebuilding performance.Each of these energy management program components is dis-cussed in detail in the following
14、 sections.ASHRAE Standard 100 gives details useful in energy manage-ment planning in existing buildings. Information on energy effi-ciency in new design can be found in all volumes of the ASHRAEHandbook and in ASHRAE Standards 90.1 and 90.2. The areamost likely to be overlooked in new design is the
15、ability to measureand monitor energy consumption and trends for each energy usecategory given in Chapter 41. Additional guidelines for this areacan be found in Chapter 34 of the 2013 ASHRAE HandbookFun-damentals.The preparation of this chapter is assigned to TC 7.6, Building EnergyPerformance. Fig.
16、1 An Energy Management Process36.2 2015 ASHRAE HandbookHVAC Applications (SI)Organizing for Energy ManagementTo be effective, energy management must be given the sameemphasis as management of any other cost/profit center. Top man-agement shouldEstablish the energy cost/profit centerAssign management
17、 responsibility for the programAssign an energy manager and provide trainingAllocate resourcesClearly communicate the energy management program to alldepartments and personnel Set clear program goalsEncourage ownership of the program by all levels of the organi-zationSet up an ongoing reporting and
18、analysis procedure to monitorresultsDevelop a feedback mechanism to allow timely revisionsIt is common for a facility to allocate 3 to 10% of the annualenergy cost for administration of an energy management program.The budget should include funds for continuing education of theenergy manager and sta
19、ff.Energy ManagersThe functions of an energy manager fall into four broad catego-ries: technical, policy-related, planning and purchasing, and publicrelations. A list of specific tasks and a plan for their implementationmust be clearly documented and communicated to building occu-pants. An energy ma
20、nager in a large commercial complex may per-form most of the following functions; one in a smaller facility mayhave only a few from each category to consider.Technical functionsConduct energy audits and identifying energy-efficiency mea-sures Act as in-house technical consultant on new energy techno
21、logies,alternative fuel sources, and energy-efficient practicesEvaluate energy efficiency of proposed new construction, build-ing expansion, remodeling, and new equipment purchasesSet performance standards for efficient operation and mainte-nance of equipment and facilitiesReview state-of-the-art en
22、ergy management hardwareReview building operation and maintenance procedures for opti-mal energy managementImplement energy-efficiency measures (EEMs)Establish an energy accounting system Establish a baseline from which energy-saving improvements canbe measuredMeasure and maintain effectiveness of E
23、EMsMeasure energy use in the field to verify design and operatingconditionsPolicy-related functionsFulfill energy policy established by top managementMonitor federal and state (provincial) legislation and regulatoryactivities, and recommend policy/response Adhere to energy management building codesR
24、epresent the organization in energy associationsAdminister government-mandated reporting programsPlanning and purchasing functionsTake advantage of fuel-switching and load management opportu-nitiesPurchase equipment based on life-cycle costTake advantage of energy-efficiency programs offered by util
25、itiesand agenciesNegotiate or advise on major utility contractsDevelop contingency plans for supply interruptions or shortagesForecast and budget for short- and long-term energy requirementsand costsReport regularly to top management and other stakeholders.Public relations functionsMake occupants aw
26、are of the benefits of efficient energy useEstablish a mechanism to elicit and evaluate suggestionsRecognize successful energy projects Establish an energy communications network Increase community awareness with press releases and appear-ances at civic group meetingsGeneral qualificationsA technica
27、l background, preferably in engineeringExperience in energy-efficient design of building systems andprocessesPractical, hands-on experience with systems and equipmentGoal-oriented management styleAbility to work with people at all levelsTechnical report-writing and verbal communication skillsDesirab
28、le educational and professional qualificationsBachelor of science degree, preferably in mechanical, electrical,industrial, or chemical engineeringThorough knowledge of energy resource planning and conserva-tionAbility to Analyze and compile technical and statistical informationand reports Interpret
29、plans and specifications for building facilitiesKnowledge of Utility rates, energy efficiency, and planningAutomatic controls and systems instrumentationEnergy-related metering equipment and practicesProject managementIf it is not possible to add a full-time manager, an existingemployee with a techn
30、ical background should be considered andtrained. Energy management should not be a collateral duty of anemployee who is already fully occupied. Another option is to hire aprofessional energy management consultant. Energy services com-panies (ESCOs) provide energy services as part of a contract, with
31、payments based on realized savings. Other companies charge a feeto perform a variety of energy management functions.2. COMMUNICATIONSEnergy management requires careful planning and help from allpersonnel that operate and use the facility. A communication planshould be regularly reviewed by both the
32、energy manager and seniormanagement. The initial communiqu should introduce the plan andexpress the support of top management for high-level goals. Provid-ing early information to tenants and staff is important, because ittakes time to change behaviors. Once the communication plan islaunched, the en
33、ergy manager should be prepared to answer a vari-ety of questions from different areas of the company.An effective communication strategy may include these tasks:Produce a regular newsletterPost energy-saving tips or remindersHold annual seminars with maintenance and cleaning staff Meet with operati
34、ons staff for training and feedbackReport regularly to management and operations staffMessage content should be tailored to the specific audience. Themore successful the communication is, the more quickly the energymanagement activities will become second nature. Diligent report-ing promotes account
35、ability and persistence of performance.Energy Use and Management 36.33. ENERGY ACCOUNTING SYSTEMSAn energy accounting system that tracks consumption and costson a continuing basis is essential. It provides energy use data neededto confirm savings from energy-efficiency projects. The primarydata sour
36、ce is utility bills, but other sources includePrintouts from time-of-use metersCombustion efficiency, eddy current, and water quality testsRecordings of temperature and relative humiditySubmetered energy use Event recordingsOccupancy schedules and occupant activity levelsClimate dataData from simila
37、r buildings in similar climatesInfrared scansProduction recordsComputer modelingEnergy Accounting ProcessThe energy manager establishes procedures for meter reading,monitoring, and tabulating facility energy use and profiles. The en-ergy manager also periodically reviews utility rates, rate structur
38、es,and trends, and should subscribe to free utility mailing lists to trackchanges in their rate tariffs. The energy manager provides periodicreports to top management, summarizing the work accomplished,its cost-effectiveness, plans for future work, and projections of util-ity costs. Utility bill ana
39、lysis software can be used to track avoidedcosts. If energy-efficiency measures are to be cost-effective, contin-ued monitoring and periodic reauditing are necessary to ensure per-sistence. The procedures in ASHRAE Guideline 14 can be used formeasurement and verification of energy savings.Energy Acc
40、ountingEnergy accounting means tracking utility bill data on a monthlybasis to provide a current picture of building energy performanceand to identify trends and instances of excess use. An Internetsearch for “energy accounting” will produce web sites for themajor commercial providers. In some cases
41、 software is sold forcomputer installation, or the accounting system is web-based andthe user has a subscription. For many users, a simple spreadsheetis all that is needed. A comparison of the features of many avail-able energy accounting software packages can be found at http:/ Portfolio Man-ager,
42、from the ENERGY STAR web site, allows users to entermonthly energy usage, in kWh, therms, etc. The Portfolio Managersimultaneously calculates the facilitys EUI and develops a normal-ized ENERGY STAR score (http:/www.energystar.gov/benchmark).Portfolio Manager facilitates comparison of multiple build
43、ings andgoal setting, is useful for numerous building types, and is normal-ized by building type for weather.Utility RatesBecause most energy management activities are dictated by eco-nomics, the energy manager must understand the utility rates that ap-ply to each facility. Electric rates are more c
44、omplex than gas or waterrates and some rate structures make cost calculations difficult. Inaddition to general commercial or institutional electric rates, specialrates may exist such as time of day, interruptible service, on peak/offpeak, summer/winter, and peak demand. Electric rate schedules varyw
45、idely in North America; Chapters 37 and 56 discuss these in detail.Energy managers should work with local utility companies to iden-tify the most favorable rates for their buildings, and must understandhow demand is computed as well as the distinction between marginaland average costs (see the secti
46、on on Improving Discretionary Oper-ations). The utility representative can help develop the most cost-effective methods of metering and billing.4. ANALYZING ENERGY DATAPreparing for Cost and Efficiency ImprovementsOpportunities for savings come in reducing (1) the cost per unitof energy, and then (2
47、) energy consumption. Historically, energyusers had little choice in selecting energy suppliers, and regulatedtariffs applied based on certain customer characteristics. In recentyears there has been a move in North America and other parts of theworld to deregulate energy markets. and there is more f
48、lexibility insupply and pricing. Electric rate structures vary widely in NorthAmerica; Chapter 37 discusses these in detail.Electric utilities commonly meter both consumption and de-mand. Demand is the peak rate of consumption, typically averagedover a 15 or 30 min period. Electric utilities may als
49、o use a ratchetbilling procedure for demand. Contact the local electric utility tofully understand the demand component.Some utilities use real-time pricing (RTP), in which the utilitycalculates the marginal cost of power per hour for the next day,determines the price, and sends this hourly price to customers. Thecustomer can then determine the power consumption at differenttimes of the day. A variation on RTP was introduced in some areas:demand exchange and active load management pays customersto shed loads during periods of high utility
