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首页> 外文会议>Twenty-Eighth Industrial Energy Technology Conference (IETC 2006) >Driving Energy Performance with Energy Management Teams
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Driving Energy Performance with Energy Management Teams

机译：与能源管理团队一起提高能源绩效

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Companies today face an uncertain energyrnfuture. Businesses face escalating energy pricesrnwhich can erode profits. Concerns over supplyrnreliability, and possible regulation of carbonrnemissions create risk. For many industries in thernU.S., energy costs are equal to the cost of rawrnmaterials or even employee salaries, yet controllingrnenergy costs does not receive the same attention.rnThose tasked with controlling energy costs are oftenrnfaced with shortages of human and financial capital,rnas well as a decentralized structure of energyrnmanagement in their company. These limitations,rncombined with the absence of an energy strategy,rncause many companies to lack the energyrnmanagement teams needed to create an effectivernenergy program.rnThere are, however, companies in the U.S. thatrnhave learned to utilize their existing facilities,rnfinancial resources and employees to form viablernenergy teams. U.S. EPA, through ENERGY STAR,rnworks with corporations to optimize their existingrnhuman capital to enhance corporate energyrnmanagement using limited resources. This paper willrnpresent a proven approach any organization can adoptrnto create cross-functional and multi-disciplinaryrnenergy teams. How energy managers can utilizernoverlooked internal and external resources will berndiscussed, as will innovative strategies that havernallowed companies to achieve what many would seernas “impossible” energy performance improvements.rnExamples and successful strategies from corporationsrnsuch as 3M, California Portland Cement, Frito-Layrnand Toyota will be reviewed. These will focus onrnbuilding enthusiasm and sustaining momentumrnwithin an energy team and energy managementrnprogram.
机译：今天的公司面临着不确定的能源未来。企业面临不断上涨的能源价格，这会侵蚀利润。对供应可靠性的担忧以及可能对碳排放的监管会带来风险。对于美国的许多行业来说，能源成本等于原材料成本甚至是员工工资，但控制能源成本却没有得到同样的重视。那些负责控制能源成本的企业常常面临人力和财务资本短缺的问题。以及他们公司中分散的能源管理结构。这些局限性加上缺乏能源战略，导致许多公司缺乏制定有效能源计划所需的能源管理团队。但是，在美国，有些公司已经学会了利用现有设施，财务资源和员工来组建公司可行能源团队。美国EPA通过能源之星与企业合作，以优化其现有的人力资本，以使用有限的资源来增强企业的能源管理。本文将介绍一种行之有效的方法，任何组织都可以采用这种方法来创建跨职能和跨学科的能源团队。能源管理者如何利用被忽视的内部和外部资源，以及那些使公司无法实现许多人认为“不可能”改善能源绩效的创新策略也将受到关注。rn诸如3M，加利福尼亚波特兰水泥，弗里托-莱恩和丰田等公司的实例和成功策略将得到讨论。被审查。这些将重点放在能源团队和能源管理计划中的建设热情和维持动力上。

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