These four tasks can help you form and empower the energy team:

• 1.5.1 Identify team members
• 1.5.2 Obtain management authorization
• 1.5.3 Assign team roles and responsibilities
• 1.5.4 Schedule regular energy team meetings

1.5.1 Identify team members

The energy team brings together relevant expertise to guide development, implementation and maintenance of the energy management system (EnMS). The size, composition and responsibilities of the team will vary depending on the size and structure of your organization and the scope of the energy management system (see Step 1.6).

In forming the team, consider representatives from functional areas dealing with the selection, procurement, consumption, reliability, disposal and environmental impacts of fuels and energy systems. Also consider individuals who are familiar with ISO or other continual improvement-based management systems. Although representation from all relevant organizational functions is optimal, don’t make the team so large as to be unproductive. The functional areas to be represented would generally include:

• Engineering
• Maintenance
• Accounting
• Design
• Purchasing
• Facilities management
• Production
• Administration
• Environmental
• Quality

Suppliers, contractors, tenants or customers may also have a role in the energy management activities of your organization. If appropriate, consider including their representatives on the energy team.

A team roster is helpful for listing the members of the team, recording contact information to support team communications, and verifying multi-functional representation.

1.5.2 Obtain management authorization

Top management must provide the resources and authority needed to form and lead the energy team. Generally, team members are selected by the management representative with management input or approval. The management representative develops a list of desired members to be reviewed and approved by top management and possibly other levels of management. It is important that team members are authorized to participate on the team by both top management and by their individual supervisors or managers.

Top management also “authorizes” the energy team by ensuring the members have the resources necessary to conduct the required activities and participate without jeopardizing their regular job function. These resources may include:

• Providing personnel time to work on team activities during normal business hours
• Authorizing overtime, as needed
• Providing team members with assistance in performing their regular job functions
• Providing space for energy team meetings and work sessions
• Providing fiscal resources for energy team activities
• Ensuring access to information
• Assisting with soliciting organizational participation
• Providing the resources required for any personnel that would assist with the EnMS
• Ensuring access to top management and assisting energy team as required

1.5.3 Assign team roles and responsibilities

Top management and the management representative will define and communicate the roles and responsibilities for the team and individual team members. The management representative may lead the team or a separate team leader may be selected. Typical team activities may include development or overseeing development of the:

• Energy policy
• Energy review
• Energy objectives and targets
• EnMS documentation
• Processes for:
  • Ongoing data collection and analysis
  • Determining significant energy uses and energy performance indicators
  • Identifying energy opportunities and/or conducting energy assessments
  • Measurement and verification activities
  • Implementing management of the significant energy uses
  • Competency and awareness training for appropriate personnel
  • Managing internal audits and corrective and preventive actions

Other team activities could include:

• Overseeing energy projects and other activities to ensure energy objectives are met
• Tracking energy performance
• Conducting competency training and/or energy awareness training
• Communicating with management, employees and other stakeholders
• Performing internal audits and ensuring corrective and preventive actions

Energy team members should be assigned specific EnMS implementation tasks and should be held accountable for their timely completion. Robust team communication processes are critical for communicating assignments, developing elements of the system, and obtaining feedback from other team members.

1.5.4 Schedule regular energy team meetings

Establish regular team meetings to promote continuity of EnMS development and provide a forum for regular progress review, task assignments and addressing issues. The meeting length and frequency may vary but the meetings should include team work sessions to address specific topics related to EnMS development and implementation.

One of the first team meetings needs to include a provision for training on the ISO 50001 standard. Team members need to be familiar with the standard’s requirements, particularly those requirements related to their area of responsibility on the energy team. Provision for this training can be through direct training by the energy management representative. If the energy management representative is not familiar with the standard (see Step 1.4.1), training can be conducted either on-site or off-site for the benefit of all team members by an external training provider.

During initial development of the EnMS, your team will meet frequently to make plans, schedule activities, assign responsibilities and review progress. From the start, ensure your team members are familiar with their individual team roles and responsibilities. Consider developing a team charter to clarify and communicate the overall expectations for team members. Use common project management techniques to define and manage the implementation schedule and tasks, along with their assignment and completion (see Project Management for EnMS Implementation).

As the EnMS is developed, additional expertise may be needed on the team to address details associated with specific EnMS requirements, for example, data gathering and analysis. Review progress regularly and consider if additional team members are needed to address certain topics or implementation issues.

Once the EnMS has been developed, the team will ensure the continued operation of the EnMS and will manage activities for continual improvement. It may be possible to reduce the team size once the system has been established and effectively implemented. However, the team is a key component in the ongoing operation of the EnMS and sufficient membership and activity level should be maintained to ensure its effectiveness and continual improvement.

These resources can be helpful in maintaining an energy team roster and understanding the basics of project management for EnMS implementation:

• Energy Team Roster
• Project Management for EnMS Implementation (pdf)

Single license electronic copies of the ISO 50001 standard can be purchased from GTESS.

Site licenses (for posting on internal networks) can be purchased from ANSI.