The EMA Magazine - Issue 3/2026 by The_EMA_Magazine_2021

www.theema.org.uk | ISSUE 3/2026

GUEST EDITOR: CHARLES SAINSBURY HEAD OF REGENERATIVE SUSTAINABILITY AND ENERGY EDEN PROJECT £

ESOS PHASE 4

USING BMS ANALYTICS

LEADERSHIP AND INDUSTRY INTERVIEWS

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contents GUEST EDITOR Charles Sainsbury, Head of Regenerative Sustainability and Energy at Eden Project, and Vice Chair of the EMA Board of Directors Charles is a registered ESOS lead assessor with over 10 years’ energy management experience across sectors including healthcare, property management and hospitality. In his current role at the Eden Project, he is responsible for leading the organisation’s approach to regenerative sustainability, both at Eden Project Cornwall and in the design and construction of future Eden Projects.

By Charles Sainsbury

FEATURES

THE COMPLIANCE CRUNCH: WHY ENERGY MANAGERS NEED ONE EVIDENCE BASE FOR 2026–27 By John Tarbet

09 12

ESOS PHASE 4: UNDERSTANDING THE MAIN CHANGES By The Energy Managers Association

THE ARCHITECT’S REGRET: HOW I WROTE ESOS, AND WHY YOU’RE STILL DOING IT WRONG By Kit Oung

TURNING COMPLIANCE INTO OPPORTUNITY: HOW ESOS CAN SUPPORT LONGTERM DECARBONISATION By James Sharman

ESOS PHASE 4: THE EARLIER YOU START, THE MORE VALUE YOU WILL GET By Paul Redding

ESOS PHASE 4: COMMUNICATION AND DATA ARE THE FOUNDATIONS OF SUCCESSFUL COMPLIANCE By Leigh Hitchens

ESOS PHASE 4: START EARLY AND PREPARE CLIENTS PROPERLY By Nicolette Walshe

ESOS PHASE 4: GO BEYOND COMPLIANCE AND DELIVER LASTING VALUE By Iain Paterson

ALARMS TO ACTION: 28 FROM USING BMS ANALYTICS TO REDUCE ENERGY WASTE, REACTIVE CALL-OUTS AND OCCUPANT DISCOMFORT By Jonathan Webb

CAREER & TRAINING TO STRATEGY: THE 32 ENGINEERING JOURNEY OF A NET ZERO LEADER BETTER PLACES: A 36 BUILDING LEADERSHIP JOURNEY THROUGH By Parthena Exizidou

ENGINEERING, FACILITIES AND DECARBONISATION By Richard Kelly

INDUSTRY FOCUS EDEN’S ENERGY STORY: A 40 INSIDE PRACTICAL CONVERSATION ON REGENERATIVE SUSTAINABILITY By Charles Sainsbury

ADVERTORIAL ROLE, DIFFERENT 44 SAME DAY: WHAT AI CAN DELIVER FOR ENERGY MANAGERS By James Morrison

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04 FOREWORD

FOREWORD By

Charles Sainsbury, Head of Regenerative Sustainability and Energy at Eden Project, and Vice Chair of the EMA Board of Directors

PUBLISHER

The EMA Magazine is published quarterly by the Energy Managers Association (EMA).

Dear Reader, Welcome to this edition of The EMA Magazine. Being guest editor has been a real privilege, and I am always amazed at the breadth and depth of activity taking place across our profession and indeed, just how important the work remains. One of the things I enjoy most about energy management is that no two days are ever the same. The ever-increasing range of skills required of energy managers is remarkable and perhaps reflects the complex world we now live in. Successful navigation requires high levels of resilience and adaptability, as well as commercial, communication and influencing skills that are fleet of foot. In truth, relying on technical expertise alone has never been enough. However, it is this variety that makes energy management so rewarding, sitting at the intersection of people, technology, buildings and behaviour. At the Eden Project where I lead on energy and sustainability, we focus on demonstrating and communicating positive action for the planet, and I’d like to think that these principles make up a large part of the recipe for successful energy management. People need to understand it, they need to feel part of it and they need to be inspired by it.

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So, it is why the themes running through this edition feel particularly timely. We explore how data and reporting can be transformed into meaningful insight. From examining how BMS analytics can reduce energy waste and reactive call-outs, to ever increasing compliance requirements, the focus is firmly on turning insight into action. As AI becomes increasingly commonplace, the challenge is no longer in just collecting information but also in understanding what matters and how to prioritise it.

And with a final word for ESOS Phase 4, we are seeing the same shift, whereby compliance was never the end goal – success lies in utilising audit outcomes for better decisions, stronger business cases and more effective action. Thank you to all our contributors and to everyone at the EMA for bringing this edition together, I hope you enjoy it. Charles Sainsbury

EDITORIAL

The Energy Managers Association www.theema.org.uk Tel: 0203 916 5516

CONTACT

Edita Krupova; Editorial Enquiries & EMA Membership Services Manager edita.krupova@theema.org.uk

CONTRIBUTORS: Charles Sainsbury, Kit Oung, James Sharman, Paul Redding, Leigh Hitchens, Nicolette Walshe, Iain Paterson, John Tarbet, Jonathan Webb, Parthena Exizidou, Richard Kelly and James Morrison The EMA would like to thank to the above contributors for their time and effort in providing the content and making this issue possible. Their willingness to share experience and knowledge is exemplary and inspiring, and we hope it will encourage others to come forward and contribute in the future.

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The Energy Managers Association (EMA) was set up in 2012 and represents Energy Managers across all industries. Our priority is to improve the position of energy management experts and their profession and act as their united voice. We aim to develop the skills, knowledge and experience of professionals through our training, high-quality peer to peer guidance and best practice exchange. @2026 Energy Managers Association, Registered in England and Wales, Company No 07943728, VAT No 151339624, Registered Address: Suite 77, 95 Mortimer Street, London, W1W 7GB. No part of this publication may be reproduced, stored in, or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without prior written permission. Any information or material sent by advertisers and contributors, including advice, opinions, drawings and photographs, is the view and the responsibility of those advertisers and contributors, and does not necessarily represent the view of the EMA.

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FEATURES By

John Tarbet, Head of Strategic Accounts & Carbon Management at Planet Mark

The Compliance Crunch: Why Energy Managers Need One Evidence Base for 2026–27 Energy managers are entering a period where compliance, procurement and carbon reporting are converging. John Tarbet explains why ESOS Phase 4, SECR, UK sustainability reporting, CBAM and NHS Evergreen all point to the same practical priority: building one verified evidence base that can be reused with confidence.

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The next 18 months will test how well organisations manage energy, carbon and compliance data. The Energy Savings Opportunity Scheme (ESOS) Phase 4 is moving into view, Streamlined Energy and Carbon Reporting (SECR) is likely to be refined, UK Sustainability Reporting Standards (UK SRS) are converging around international standards, and procurement-led requirements such as NHS Evergreen and the EU Carbon Border Adjustment Mechanism (EU CBAM) are changing what customers expect from suppliers.

For energy managers, the risk is not one single deadline. It is the growing tendency for different schemes to ask for the same underlying data in different formats. The organisations best placed to respond will be those that treat energy, carbon and assurance data as one connected evidence base - not as separate exercises rebuilt from scratch every time a new requirement lands.

ESOS Phase 4: a live compliance cycle, not a distant deadline The Energy Savings Opportunity Scheme (ESOS) Phase 4 is now a live compliance cycle, rather than a distant future obligation. The qualification date is 31 December 2026 and organisations that meet the large-undertaking qualifying criteria on that date will be required to complete their assessment, and submit a notification of compliance to the Environment Agency by 5 December 2027. The core thresholds remain unchanged: 250 or more employees, or annual turnover above £44 million and a balance sheet above £38 million, assessed at UK group level. Qualifying organisations must measure total energy consumption across buildings, transport and industrial processes, identify significant energy consumption, carry out compliant energy audits for at least 95% of total energy use, produce an ESOS report, obtain board-level director approval and

secure lead assessor sign-off where required. Two previous compliance routes, Display Energy Certificates and Green Deal Assessments, have now been removed. Crucially, Phase 4 also raises the bar on accountability. Organisations will need to report progress against their ESOS action plan commitments, set out the energy savings achieved, and explain where committed measures have not been delivered. That changes the tone of ESOS: it is no longer enough to complete the audit, file the notification and revisit the scheme four years later. Energy managers should treat Phase 4 as a governance process, with the audit trail, evidence base and board narrative being built well before the 2027 deadline. SECR: retained, but expect refinement Streamlined Energy and Carbon Reporting (SECR) remains firmly in place, although refinement is likely as UK sustainability

The priority is consistency: the choices made now on boundaries, emissions factors, data controls and narrative explanations will determine how easily SECR can align with ESOS, UK SRS and customer-led disclosure requests later. The bigger picture: reporting standards for larger organisations For larger organisations, reporting expectations are tightening, particularly where there is a listed parent, EU-linked subsidiary or major customer asking for climate data. UK SRS are voluntary for now, but they are likely to influence how regulators, investors and procurement teams ask for information. Even where full mandatory disclosure does not apply, organisations will still need credible Scope 1, Scope 2 and material Scope 3 data. For energy managers, the message is simple: investor-grade sustainability data is becoming part of everyday commercial conversations. CBAM: a supply chain issue as much as a trade one The EU Carbon Border Adjustment Mechanism (EU CBAM) is often described as a trade issue, but for many UK organisations it will feel like a supply chain data issue. Since 1 January 2026, EU importers of goods such as steel, aluminium,

cement, fertiliser and hydrogen have needed to account for embedded emissions. The legal and financial responsibility for EU CBAM compliance generally sits with the EU importer, but UK exporters may still be asked by their EU customers to provide the emissions data needed to support those obligations. That request will often land with energy and carbon teams. In practice: the EU CBAM is another reason to make emissions data usable beyond the sustainability function. NHS Evergreen: public sector procurement raises the bar For public sector suppliers, NHS Evergreen may be the clearest

procurement signal. From 6 April 2026, suppliers tendering through NHS Supply Chain must achieve at least Level 1 of the Evergreen Sustainable Supplier Assessment at tender close. Level 1 includes a public net zero commitment, a Procurement Policy Note 006 (PPN 006)-compliant Carbon Reduction Plan, UK Scope 1 and Scope 2 reporting, relevant Scope 3 emissions, senior approval, annual updates and publication on the supplier’s website. Higher levels go further, with broader Scope 3 coverage, stronger social value and

independently validated targets. The commercial implication is clear: minimum compliance may open the door, but stronger evidence will increasingly influence credibility, competitiveness and buyer confidence. Verification is becoming the common currency of trust A second pattern cuts across these regimes: confidence depends on evidence that has been checked, challenged and can be trusted. I see verification as the discipline that turns carbon data from a number in a spreadsheet into something decision-makers, customers and procurement teams can rely on. ESOS requires lead assessor signoff, the EU CBAM needs substantiated embedded emissions data, NHS Evergreen rewards stronger validation, and UK sustainability reporting is moving towards greater transparency on assurance. The direction is clear: organisations need more than a calculation. They need a credible audit trail, clear methodology, robust source data and governance that gives stakeholders confidence in the story behind the numbers. The common thread: the same data, asked for differently Across every policy above, the underlying ask is remarkably consistent: • a credible Scope 1 and Scope 2 inventory, • an honest view of material Scope 3 categories, • board-level ownership,

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reporting develops. For now, quoted companies, large unquoted companies and large limited liability partnerships (LLPs) should continue reporting energy use and carbon emissions in their annual accounts.

FEATURES

• clear evidence of progress, • a published narrative on the path to net zero. What differs is the format, counterparty and deadline. ESOS wants an audit and action plan. SECR wants an annual accounts disclosure. UK SRS points towards investor-grade reporting. NHS Evergreen uses supplier assessment. The EU CBAM may first appear as a data request buried in a supply chain questionnaire.

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This is the challenge I hear most often from organisations particularly SMEs and mid-market suppliers being asked for the same carbon and energy data by multiple customers, in multiple formats, often with limited internal resource. It is rarely a lack of ambition. More often, it is the absence of one wellevidenced baseline that can be reused confidently when the next request arrives.

The opportunity for energy managers is to build that baseline once, verify it to a recognised standard, and then use it to respond consistently across ESOS, SECR, UK SRS, PPN 006 Carbon Reduction Plans, NHS Evergreen and customerspecific questionnaires. What to prioritise now For most organisations, the next 12 months should focus on six practical actions: • confirm ESOS Phase 4 qualification ahead of 31 December 2026, • monitor SECR refinements, • check whether UK SRS, the Corporate Sustainability Reporting Directive (CSRD) or customer-led reporting expectations apply to the group, • identify whether CBAM-exposed materials or NHS Evergreen assessments are appearing in tenders, • strengthen Scope 1, Scope 2 and

material Scope 3 data, • put assurance-ready controls around the evidence. A short readiness review can help organisations identify where their data, governance and evidence gaps are before those gaps become compliance or procurement risks. The organisations that get ahead in 2026 will not be those that build a new response every time. They will report once, report well and prove it - then reuse that evidence wherever it is asked for. Author’s profile: John drives carbon reduction and net zero strategy at Planet Mark, helping organisations navigate ESOS and other compliance requirements while turning sustainability into commercial advantage. He is also Founder and Director of EcoNomics, a sustainability consultancy specialising in energy efficiency and decarbonisation, with over 15 years in the sector.

FEATURES By

The Energy Managers Association

ESOS Phase 4: Understanding the Main Changes The Energy Savings Opportunity Scheme (ESOS) in its fourth compliance phase introduced a handful of amendments through the Energy Savings Opportunity Scheme (Amendment) Regulations 2026, which came into force on 22 July 2026. These changes strengthen the focus on demonstrating real energy savings, improving the quality of reporting and aligning ESOS with recognised best practice in energy management and savings.

This article provides an overview of the key changes introduced in ESOS Phase 4. For detailed, step-by-step guidance on meeting the compliance requirements, please refer to the Energy Savings Opportunity Scheme (Amendment) Regulations 2026, and the Comply with the Energy Savings Opportunity Scheme (ESOS) Phase 4 Guidance and the relevant appendices published by the Environment Agency. What is ESOS? The Energy Savings Opportunity Scheme (ESOS) is the UK’s mandatory energy assessment scheme for large organisations. It requires qualifying businesses to measure their energy consumption, identify cost effective opportunities for improving energy efficiency,

and report their findings to the Environment Agency through MESOS portal. While currently ESOS does not require organisations to implement the energy saving measures identified, Phase 4 places much greater emphasis on reviewing whether previously proposed measures have actually been delivered and what savings they have achieved. The updated regulations aim to improve accountability while encouraging organisations to embed energy management into long term operational decision making. Who has to comply with ESOS Phase 4? An organisation must comply with Phase 4 if it qualifies on the qualification date of 31 December 2026. Generally, ESOS applies to large undertakings and corporate groups that meet either one or both of the following criteria: • It employs 250 or more employees, or • It has an annual turnover exceeding £44 million and an annual balance sheet total exceeding £38 million.

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For qualifying organisations, ESOS is much more than a reporting exercise, it now requires businesses to review the progress made against their previous action plans, provide greater transparency on implemented energy saving measures and ensure that evidence supporting calculations is more robust than in previous phases.

FEATURES

The qualification assessment is based on the organisation’s status on 31 December 2026, and qualifying participants must complete their ESOS assessment and submit their Notification of Compliance (NOC) by 5 December 2027.

requirement to demonstrate progress made since Phase 3. Organisations must now include detailed information within both the ESOS Report and Notification of Compliance, describing the energy saving measures implemented during the compliance period.

Organisations should assess qualification early, particularly where group structures, acquisitions or disposals may affect eligibility.

For each measure, participants must provide: • a description of each measure, • the energy savings achieved by each measure, and • the category of savings, such as behavioural change, training or capital investment, etc.

Similarly, although the compliance deadline falls in December 2027, organisations are encouraged to begin data collection and planning well in advance, especially where multiple sites or complex operational processes are involved. The seven main changes in ESOS Phase 4 1. Display Energy Certificates (DECs) and Green Deal Assessments (GDAs) have been removed One of the most significant regulatory changes is the removal of DECs and GDAs as recognised compliance routes. In Phase 3, organisations could use DECs or GDAs to demonstrate compliance for certain buildings. From Phase 4, these routes are no longer considered consistent with current best practice. As a result, participants must now comply through: • Energy audits, and/or • ISO 50001 certified Energy Management Systems.

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This change creates a more consistent approach across all qualifying organisations and reinforces the importance of comprehensive energy assessments.

2. New exemptions for ISO 50001 participants Phase 4 also introduces important changes for organisations certified to ISO 50001. Previously, exemption from appointing a Lead Assessor applied only where the ISO 50001 system covered the organisation’s Total Energy Consumption (TEC). Under the new regulations, organisations with ISO 50001 certification covering either: • Total Energy Consumption (TEC), or • Significant Energy Consumption (SEC) are exempt from both: • appointing a Lead Assessor, and • producing an ESOS Report. This reduces administrative burden for organisations operating mature energy management systems while recognising the robustness of ISO 50001 certification. 3. Progress against Phase 3 action plans must now be reported Perhaps the most important practical change is the

Importantly, this information will not be published, but it must be included within the compliance documentation submitted to the regulator. This marks a shift from simply identifying opportunities towards evidencing tangible improvements in energy performance. 4. Mandatory review of the Phase 3 Action Plan Any organisation that was required to comply with ESOS Phase 3 must now review its previous Action Plan as part of the Phase 4 assessment. The review requires organisations to identify: • measures that were proposed but not implemented, and • the reasons why those measures were not delivered. The intention is to provide greater accountability and help government better understand barriers to implementing energy efficiency projects. The shared information will not be publicly available. 5. Lead Assessor notification Lead Assessors must now notify their approved professional body each time they complete or review an ESOS assessment. This includes providing the participant’s contact details, so the professional body can request to obtain the ESOS Report and Evidence Pack from the participant for quality assurance purposes. The lead assessor must provide the: • date of completion • registered name and address of the responsible undertaking • name, postal address, email address and telephone number of 2 contacts for the responsible undertaking, one of whom must be a director (or equivalent), who confirms that the information required for the notification of compliance is correct. This strengthens oversight of the Lead Assessor registers and supports consistent assessment standards.

These additions improve the consistency and quality of national ESOS data. 7. Improved evidence requirements Phase 4 places greater emphasis on maintaining an accurate Evidence Pack. Organisations must retain clearer records of: • data used for specific calculations, and in relation to these activities: o the calculation of total energy consumption over the 12-month reference period o the identification of areas of significant energy consumption o the energy audit, particularly the identification of energy saving opportunities o the calculation of the total or significant energy consumption, as applicable, broken down by organisational purpose o the calculations of energy intensity ratios attributable to each organisational purpose o the conversion (where applicable) of total energy consumption or significant energy consumption into kWh o the preparation of your ESOS report o the calculation of estimated energy savings since the previous compliance date o the preparation of your ESOS action plan o the preparation of your ESOS progress updates • evidence of any ISO 50001 certification used • written agreements relating to compliance in a

group structure • if applicable, a record of the lead assessor’s notification of whether the ESOS assessment meets the scheme requirements • information recorded on estimation methods or alternative methods of analysis used • ESOS report • Information submitted in the notification of compliance • Action plan • progress updates • calculation methodologies • assumptions • data sources • energy consumption data • supporting evidence for reported savings. Well documented evidence will make compliance more robust and simplify any future audit or quality assurance review. Preparing early will reduce compliance risk Although there are still 15 months until the Phase 4 deadline, organisations should avoid leaving preparations until late 2027. Collecting high quality energy data, conducting energy audits, identifying savings opportunities, reviewing historic action plans and quantifying energy savings can be time consuming, particularly for businesses with multiple sites or diverse operational processes. The Phase 4 amendments represent a clear evolution of ESOS from identifying opportunities towards demonstrating measurable progress in energy efficiency. Organisations that begin planning early will be better positioned not only to achieve compliance, but also to use the assessment as a valuable tool for reducing energy costs, improving operational performance and supporting wider net zero objectives.

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6. Enhanced Notification of Compliance (NOC) The NOC now requires additional information that were only provided on voluntary basis in Phase 3, including: • the total number of sites covered by energy audits, • ISO 50001 certification details • UK Standard Industrial Classification (UK SIC) codes only, replacing the international classification used previously.

FEATURES By

Kit Oung, Principal Consultant at OurWorld Solutions & Visiting Lecturer at City St George, University of London

The Architect’s Regret: How I Wrote ESOS, and Why you’re Still Doing it Wrong Let me confess something that might get me disbarred from the energy management echo chamber: watching how companies handle ESOS often breaks my heart a little. As an energy and environment professional with nearly 30 years in the trenches, I’ve seen every flavour of corporate inertia. But my frustration with ESOS is personal. Why? Because I helped write it.

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Over a decade ago, I was hired by DECC (now the Department for Energy Security and Net Zero) and the British Standards Institution (BSI) to draft the UK ESOS assessor competencies. Because of that role, I sat in rooms with civil servants, MPs, and members of the House of Lords, reviewing more than a dozen iterations of the regulation before it was finally enforced in 2015, and went on to stand at the front of

ESOS Lead Assessor workshops in London and Glasgow for the Environment Agency. We didn’t design ESOS to be a bureaucratic burden. We designed it to be a strategic weapon - a mandatory health check that would force the C-suite to look at their energy data and see hidden capital, operational inefficiencies, and risk. Fast forward to today. As companies prepare for Phase 4, what do I see? I see organisations treating a precision scalpel like a blunt paperweight. Let me set the scene. You know the companies I mean. They do the absolute minimum to comply. They outsource the entire process to a consultant who parachutes in, grabs some half-baked data, and parachutes out with a generic PDF. Because the utilities or facilities

manager is usually juggling this alongside health and safety and everything else, they don't have the bandwidth to challenge the findings. The result? Capital-heavy, suboptimal recommendations that look suspiciously like the expensive equipment the contractor happens to sell. Or worse, the business simply throws money at purchasing carbon credits or REGOs, magically turning a potential savings opportunity into a pure, recurring cost. My personal favourite example of this absurdity came from a stock exchange firm in the City of London. I looked at their open-plan office space and gave them a simple, nocost measure: reorganise the desk layout and zone the usage so they didn’t have to operate every single lighting and air conditioning unit

The maturity of an organisation in managing its energy requirements will always fall into a statistical distribution. There will be laggards, there will be leaders, and a bulk majority sitting squarely in the middle, doing just enough to avoid a fine. But for every hundred anecdotal examples of noncommitment, there is one outlier that uses ESOS exactly as we intended. Having spent nearly three decades developing strategy and implementation plans, I’ve noticed that these outliers do four things fundamentally differently. As we look towards Phase 4 - and ultimately Phase 5, which will pivot ESOS towards a net-zero alignment (a transition I was again asked to help chart by DESNZ and BSI in 2023) - these are the practices you need to adopt. 1. The Executive Lens: Avoiding the Capital Trap When energy management is relegated to the facilities team, businesses fall into the “capital trap". External contractors naturally gravitate toward large Capex projects - replacing boilers, installing massive solar arrays - because that is how they make their margin. Top-tier companies don't let this happen. They ensure top management is involved to interrogate the data and maximise savings at a lower overall capital cost. Take a leading UK food manufacturer in the East Midlands. During their ESOS assessment, a

consultant recommended a £500,000 replacement of their compressed air system. However, because the Operations Director was actively involved in the ESOS review, she asked a simple question: “Why are we generating compressed air at 7 bar to run tools that only need 2 bar, and why is our leakage rate so high?” They didn't buy the new compressors. Instead, they spent £15,000 on a leak-repair programme and pressure-reduction valves. They achieved 80% of the promised savings for 3% of the cost. Executive involvement prevented a massive waste of capital.

"There will be

laggards, there will be leaders, and a bulk majority sitting squarely in the middle, doing just enough to avoid a fine. But for every hundred anecdotal examples of noncommitment, there is one outlier that uses ESOS exactly as we intended."

2. The Masterplan Mentality: Capturing Multiple Benefits Average companies pigeonhole ESOS opportunities into an “energy silo”. If a project doesn't have a standalone, two-year energy payback, it gets binned. Outliers embed energy management projects into an overall site masterplan. By doing this, they optimise for the whole business and capture multiple benefits beyond just kilowatt-hours. Consider a major UK pharmaceutical R&D campus. Their ESOS audit identified excessive HVAC costs in their testing laboratories. If treated purely as an energy project, the ROI was borderline. But the site director folded this into a wider 10year site masterplan. By upgrading the lab controls, they didn't just save energy - they achieved far better temperature stability (which reduced batch failures), lowered routine maintenance call-outs, and vastly improved their ISO 14001 compliance metrics. Energy was

just the Trojan horse that unlocked funding for a broader operational upgrade. 3. The Long Game: Unlocking Shareholder Cash Most businesses are addicted to short-termism. They want energy savings to pay back within the current financial year to appease shareholders focused on annual results. This severely limits the types of projects you can do. Companies that extract long-term value from ESOS use it to build a decade-long portfolio. They know that long-term results make it much easier to convince shareholders for investment cash. A UK commercial real estate portfolio owner used their Phase 3 ESOS data not as a compliance checkbox, but as the baseline for a 10-year Net Zero roadmap. By modelling the cumulative savings of BMS upgrades, fabric improvements, and heat pump transitions over a decade, they could present a robust Net Present Value (NPV) Waterfall

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across the floor. Their response? They refused. Their rationale was that turning off a unit in an unused corner “limited or restricted the freedom of employees".

FEATURES

chart to their institutional investors. They didn't ask for money to “pay an energy bill". They secured a £2 million infrastructure investment because the long-term math made it a compelling asset-enhancement strategy. 4. Beyond the Bolt-On: Ideas that don't require a PO There is a persistent myth that energy savings require spending money on expensive, highrisk technology. Experienced organisations spend time understanding their processes, and they find that ideas come from a range of activities: changing procurement specifications, altering ways of working and simple controls improvements.

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You don't always need new kit. A UK logistics firm I worked with didn't spend a penny on new technology for their ESOS action plan. Instead, they simply changed their procurement specifications. They mandated that any new fork-lift truck or yard lighting purchased must be ultra-efficient as standard. It cost the business absolutely nothing extra at the point of purchase, but it structurally locked in energy savings for the next decade.

Practical Tips: Maximising ESOS Phase 4 Value So, how do you, the Energy Manager, stop the ESOS grind and start turning compliance into opportunity? Here is what the outliers do: Ban the phrase “ESOS Compliance” in internal meetings:

If you tell the Board you are doing “ESOS compliance", their eyes glaze over, and they assign it to the legal/ risk register. Call it an “Operational Resource Review” or “Site Efficiency Audit". Frame it as business risk mitigation. Demand three no-cost measures for every high-Capex recommendation: Force your ESOS assessor to think like an operator, not a salesperson. If they can’t find behavioural, scheduling, or low-cost control improvements get a new assessor. The data is always there.

Map ESOS findings to business pain points: Don’t take your ESOS report to the Finance Director and talk about kWh. Take it to them and talk about supply chain resilience, maintenance backlogs, or the risk of energy price volatility. Align the ESOS findings with the things keeping the C-suite awake at night. Prepare for Phase 5 now: The government has made it clear that ESOS is evolving. By Phase 5, ESOS will transition into a netzero scheme, requiring actionable

decarbonisation trajectories. If you are still treating Phase 4 as a tickbox exercise, you are storing up a massive strategic headache for 2031. I sat in those committee rooms all those years ago because I fundamentally believe that managing energy properly is one of the most effective ways to drive business value. ESOS wasn't designed to be a tax on busy people. It was designed to be a mirror. Stop using the mirror to check if your tie is straight, and start using it to see what’s right behind you. There is value there. Go and get it.

Author's profile: Kit is widely regarded as one of the world’s leading voices in energy, climate governance and sustainable business transformation. He turns bold Net Zero promises into double‑digit energy savings, award‑winning governance frameworks and compliance strategies built to endure. With 27 years shaping policy, chairing global standards and training leaders in 48 countries, Kit bridges national priorities to boardroom vision and realised benefits.

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FEATURES By

James Sharman, Decarbonisation and Sustainability Manager at University of Birmingham

Turning Compliance into Opportunity: How ESOS Can Support Long-Term Decarbonisation

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When people talk about the Energy Savings Opportunity Scheme (ESOS), the conversation often focuses on compliance. Organisations need to assess their energy use, identify opportunities for improvement and submit the required evidence within the prescribed timescales. Yet, to view ESOS solely through a compliance lens is to miss a much bigger opportunity.

At the University of Birmingham, due to changes in our procurement status, Phase 4 will be the first time we have fallen within the scope of ESOS. As a large and diverse estate encompassing teaching spaces, laboratories, residences, sports facilities and complex engineering infrastructure, we could easily have approached this as a standalone reporting exercise. Instead, we are seeking to use it as the foundation of a wider programme that connects operational energy management, asset investment and our long-term pathway to net zero. That approach reflects what I believe is the real value of ESOS. The audit is not the destination; it is the starting point. One of the challenges facing many organisations is that energy efficiency, maintenance planning and decarbonisation strategies are often developed separately. Energy managers focus on reducing

consumption, sustainability teams focus on carbon reduction targets and estate teams focus on maintenance. While each of these activities has merit, they can sometimes result in fragmented decision-making. What appeals to me about ESOS is that it provides a mechanism for bringing these conversations together. At the University, we are commissioning a programme of

"Perhaps the

most important lesson, however, is that recommendations only create value if they lead to action." energy surveys across the estate that will support ESOS compliance while also informing the development of our Heat Decarbonisation Roadmap and wider net-zero planning. Rather than simply identifying energy-saving opportunities, the surveys are intended to establish a detailed understanding of how

buildings consume energy, where operational inefficiencies exist, and what interventions may be required to transition away from fossil fuel heating in the future. This reflects a broader principle that I think applies to any organisation. Before investing in major decarbonisation technologies, it is essential to understand how energy is actually being used. Time and again, energy surveys uncover opportunities that are not glamorous but are highly effective. Controls that have drifted from their original settings, ventilation systems operating longer than necessary, heating and cooling systems working against each other, and buildings that no longer reflect the occupancy patterns they were designed for are all familiar findings. These issues are often hidden within normal operations and can persist for years without challenge. Addressing them can deliver immediate savings while also improving occupant comfort and operational resilience. More importantly, reducing demand makes future decarbonisation easier. Across the UK, organisations are exploring technologies such as heat pumps, heat networks and wider electrification of heating systems. While these technologies

Another area where I believe ESOS can create significant value is improving the quality of energy data and decision-making. Many organisations collect vast quantities of information through meters, building management systems and monitoring platforms, yet relatively little of that data is converted into actionable insight. The audit process often exposes gaps in metering, weaknesses in controls strategies and opportunities to improve energy monitoring. It also encourages organisations

to develop a more consistent understanding of significant energy uses across their estate. In an era where digital tools, analytics and artificial intelligence are becoming increasingly accessible, the potential to transform energy management through better data has never been greater. Perhaps the most important lesson, however, is that recommendations only create value if they lead to action. Some of the most successful organisations I have encountered are not necessarily those with the largest capital programmes. They are the organisations that use audit findings to build credible business

cases, align energy projects with planned maintenance and establish governance processes that survive beyond the compliance deadline. That cultural shift is often where the greatest benefits are realised. The latest ESOS requirements place greater emphasis on implementation and demonstrating progress over time rather than simply identifying opportunities. In many ways, this reflects the maturity of energy management as a discipline. The challenge is no

longer finding potential projects; the challenge is embedding energy efficiency into everyday decisionmaking and ensuring opportunities are prioritised and delivered. As a first-time participant in ESOS, the University of Birmingham is still at the beginning of this journey. However, the process has already encouraged us to look beyond compliance and think more strategically about how we understand and manage energy across our estate. For me, that is the real opportunity presented by ESOS. It provides a structured framework to understand energy performance, identify improvement opportunities and create an evidence base for future investment. If organisations embrace that wider purpose, the scheme can become far more than a regulatory requirement. It can help bridge the gap between day-today operations and long-term decarbonisation, turning compliance into a catalyst for lasting change. Author’s profile: James is involved in energy management, utility infrastructure and decarbonisation planning at the University of Birmingham. He is an EMA registered ESOS lead assessor and his current work includes the development of energy surveys, strategic investment programmes and heat decarbonisation initiatives to support the University's net-zero ambitions.

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have an important role to play, they become more affordable and more practical when the underlying energy demand has been reduced. A building requiring less heat generally requires smaller plant, less infrastructure and lower capital investment. This is one reason why we are looking to use ESOS as more than a compliance exercise. The information gathered through energy surveys can help establish priorities not only for operational improvements but also for future investment decisions. It can help answer questions such as which buildings should be prioritised for refurbishment, where controls upgrades may deliver the greatest benefit and where demand reduction measures should be implemented before more significant decarbonisation works are considered. The resulting evidence base is valuable far beyond the ESOS compliance deadline.

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ESOS Phase 4 Preparation: A Practical Checklist for Organisations

ESOS Phase 4 is edging closer, bringing with it a fresh set of expectations and a renewed opportunity for organisations to sharpen their energy management approach. Four ESOS Lead Assessors share their views on how organisations can turn Phase 4 preparation into a catalyst for meaningful progress.

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Paul Redding, ESOS Lead Assessor and Director at Redding Associates Ltd

ESOS Phase 4: The Earlier you Start, the More Value you Will Get Paul has been involved with ESOS since the scheme began and has carried out energy audits across a diverse range of organisations, from retail and manufacturing to transport, logistics and commercial offices. Having completed around 140 ESOS assessments over the three compliance phases, he shares his practical advice for organisations preparing for Phase 4 and reflects on the lessons learned from more than a decade of ESOS delivery.

Timing is always a challenge with ESOS. During previous phases, we have completed assessments very early in the compliance period only to have to revisit them later because requirements changed. Equally, we have had organisations contacting us just days before qualification or compliance deadlines, which creates unnecessary pressure for everyone involved. I encourage clients to think about ESOS alongside their financial planning. If they have budget available this financial year, it's worth investing in energy audits now. If not, they should at least ensure the work is included in next year's budget. One thing an organisation can do early is commission their energy audits. They are usually the most time-consuming part of the process, particularly if there is a large property portfolio. If a

business has 200 sites and needs to audit 20 of them, coordinating visits takes considerable planning. Completing audits early also means organisations receive recommendations sooner. Rather than waiting until the compliance deadline, they can begin implementing energy saving opportunities immediately and benefit from the cost reductions. What advice would you give organisations that are beginning their ESOS Phase 4 journey? My advice is simple: begin with the data. The first conversation I always have with a client is about what information they already have. What energy data is available? What transport information exists? Who produces their Streamlined Energy and Carbon Reporting (SECR) data? Who understands the organisation's energy consumption? Those discussions quickly identify where information already exists and where gaps need to be filled. It's equally important to involve senior decision-makers from the outset. One of the biggest frustrations in previous ESOS phases has been explaining the scheme several times as new people become

involved late in the process. You explain it to the sustainability manager, then to their manager, then to a director shortly before sign-off. If everyone is involved in the first meeting, everyone understands the purpose of ESOS, their responsibilities and the timescales from day one. That avoids delays later in the project. I would also encourage organisations to think beyond their own internal expertise. If specialist knowledge is required, for example, around transport, industrial processes or specialist technologies, don't hesitate to collaborate. There are relatively few active ESOS Lead Assessors compared with the number of organisations requiring compliance, and sharing expertise benefits everyone. What would help ESOS Lead Assessors deliver Phase 4 more effectively? The most important thing is maintaining flexibility. Every organisation is different and ESOS needs to recognise that. An officebased business, a heavy industrial manufacturer, a transport operator and a data centre all use energy in completely different ways. Trying to

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How are you and your clients preparing for ESOS Phase 4, and what are the main priorities at this stage? The priority is getting organisations to start planning now rather than waiting until the deadline is approaching.

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prescribe one approach for every organisation risks reducing the value of the assessments. I support robust compliance requirements, but I'm cautious about becoming overly prescriptive in how energy surveys or action plans should be completed. Professional judgement remains important because experienced Lead Assessors understand how to tailor assessments to different sectors.

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I also think organisations benefit from stronger collaboration between Lead Assessors. None of us can be specialists in every area and there is enormous value in sharing expertise. If one assessor has deep transport knowledge and another specialises in manufacturing, working together ultimately delivers a better outcome for clients.

Establishing organisational structures has been a challenge in previous ESOS phases. How are you approaching this with your clients ahead of Phase 4, and have the action plans improved engagement between compliance phases? Understanding the organisation is always the starting point. Before any assessment begins, clients need to identify the people responsible for organisational structure, financial reporting and energy data. Company accounts are often the best place to begin because they identify ultimate parent companies, subsidiaries and corporate relationships. The finance team usually already holds much of the information needed for

ESOS. When I'm working with a new client, I also spend time researching the organisation independently. Reviewing company websites and publicly available information provides valuable context before the first meeting and often helps identify areas requiring further discussion. Data collection also needs to begin early. Once organisations understand what information is required and who owns it internally, gathering the data becomes far easier.

Regarding action plans, I think they have had some positive effects. Initially many organisations simply wanted to complete the requirement and move on. However, over time the requirement for action plans and progress reporting has helped keep energy management on the agenda between compliance phases. That said, I don't believe legislation should become overly prescriptive about exactly how organisations save energy. Different sectors face different challenges and flexibility remains essential, if ESOS is to continue delivering genuine value. Looking back at ESOS Phase 3, what are the key lessons learned you would share with other Lead

Assessors and participating organisations? Document everything. One of the lessons from compliance audits is the importance of recording assumptions, estimates and methodologies. During ESOS assessments there are many situations where consumption has to be estimated or assumptions made based on available evidence. Those calculations should never exist only in someone's notebook or memory. They need to be documented clearly so that, if questions arise later, organisations can explain exactly how figures were derived. This is particularly important for international organisations where different reporting methodologies may exist. I've worked with companies where European sustainability teams calculated figures differently from UK ESOS requirements. Having a clear audit trail made it possible to explain the differences and demonstrate that the ESOS submission had been prepared correctly. My final piece of advice is to use ESOS as more than a compliance exercise. Carry out energy surveys early, engage senior leadership from the beginning, gather the right people around the table and start identifying opportunities well before the deadline. If organisations approach ESOS in that way, they won't simply achieve compliance, they'll gain valuable insight into how they use energy and where meaningful improvements can be made.

FEATURES By

Leigh Hitchens, ESOS Lead Assessor and Director at Coral Energy Ltd

ESOS Phase 4: Communication and Data are the Foundations of Successful Compliance Working with organisations across sectors including offices, retail, heavy industry and oil refining, Leigh supports both direct clients and larger consultancies with ESOS compliance. As preparations begin for Phase 4, he explains why early planning, robust data management and clear communication remain the keys to delivering real value. even better service during Phase 4. At this stage in my career, adding value for clients is particularly important to me. ESOS shouldn't simply be about producing another compliance report; it should help organisations gain greater insight into their energy performance and identify meaningful opportunities for improvement.

Our immediate focus is reviewing previous projects with existing clients, particularly where there were challenges obtaining energy data from suppliers or gathering information from multiple sites. Many organisations have decentralised operations, with data being collected at individual sites before being consolidated centrally. That process can be surprisingly complex, so we are encouraging clients to begin gathering information now.

What advice would you give organisations that are beginning their ESOS Phase 4 journey? My first piece of advice is to appoint an experienced Lead Assessor. There here is a noticeable variation in the quality of reports produced across the industry. Reviewing reports from previous phases has shown me both excellent examples and others that could have been significantly improved. A knowledgeable Lead Assessor will make the entire process more efficient and more valuable.

At the same time, we are reviewing our own reports from Phase 3 to identify where we can improve. We are looking at everything, from the analysis and recommendations through to the way site surveys are carried out, to ensure we deliver an

Secondly, start early. Site audits take time, and there are only so many days available to visit facilities. Data analysis can be completed remotely, but physical audits cannot. Organisations that wait until the final months before the deadline

may find their preferred assessor simply doesn't have the capacity. It's also important to begin reviewing your portfolio now. Although the qualification date may not yet have arrived, many organisations already have a good understanding of which sites they will own or operate. Identifying likely audit locations early allows everyone to plan effectively. Communication is equally important. Before any site visit takes place, everyone involved should understand why it is happening. We have experienced occasions where site teams weren't informed we were arriving, resulting in unnecessary delays or even being turned away because the visit hadn't been authorised. Good internal communication avoids these situations and helps audits run far more efficiently. Ultimately, ESOS comes down to two things: communication and data. When both are managed well, the whole process becomes considerably smoother. What would help ESOS Lead Assessors deliver Phase 4 more

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How are you and your clients preparing for ESOS Phase 4, and what are the main priorities at this stage? Activity has already begun to increase significantly. Organisations are becoming more aware that, although the compliance deadline may seem some way off, preparing for ESOS cannot be left until the last minute.

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effectively? Clearer and earlier guidance would make a significant difference. One of the biggest challenges during Phase 3 was that guidance changed shortly before the compliance deadline, particularly around energy intensity metrics. Like many assessors, we had to revisit completed work and recalculate information after requirements changed.

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Guidance also presents another challenge, it is guidance rather than legislation, which means it is open to interpretation. We have had numerous discussions with the Environment Agency about how certain aspects should be interpreted, only to be advised to apply our own professional judgement. That creates uncertainty because, if an organisation is later audited, the Lead Assessor may be challenged on their interpretation despite having acted reasonably based on the available guidance. Clearer guidance issued much earlier would improve consistency across the profession and reduce unnecessary rework. Whatever interpretation is taken, the important thing is that it can be justified. A well-maintained evidence pack is invaluable because it demonstrates how conclusions were reached and supports decisions made throughout the assessment process.

of our clients, particularly those in finance and insurance, have highly complex corporate structures with numerous legal entities. Even dormant companies often raise questions about whether they should be included within the assessment. In some cases, organisations require non-disclosure agreements simply to share their corporate structure, despite much of that information ultimately forming part of the ESOS submission. International ownership can make matters even more complicated, particularly where UK businesses are unaware that they have sister companies under the same overseas parent. Alongside organisational structure, data collection remains a major challenge. Electric vehicle charging is a good example. Charging infrastructure may be connected to a building's main incoming electricity supply, making it difficult to separate transport energy from building energy unless suitable sub-metering is already in place. That is why I'm a strong advocate of improved sub-metering wherever practical. Better quality data leads directly to better quality energy analysis and more meaningful recommendations. The introduction of action plans has certainly encouraged organisations to keep ESOS on the agenda between compliance phases, but their real value depends on organisations continuing to engage with the process rather than viewing them simply as another reporting requirement. Looking back at ESOS Phase 3, what are the key lessons learned you would share with other Lead Assessors and participating organisations?

The biggest lesson is simple, don't leave anything until the last minute. Every compliance deadline creates a surge in demand, and no matter how much capacity assessors have, there comes a point where additional work simply can't be accommodated. We have unfortunately had to turn organisations away because they approached us too late. Preparing early allows organisations to collect data properly, plan audits sensibly and resolve issues before they become critical. For Lead Assessors, supporting clients with data collection can make a significant difference. We often work directly with suppliers, help clients obtain letters of authority and assist with accessing supplier portals where necessary. Although it can be time consuming, it removes obstacles and helps projects progress much more smoothly. I would also recommend ensuring that more than one person within the organisation has access to the MESOS portal. Access issues have caused unnecessary frustration during previous phases, particularly around notification and action plan submissions. Having multiple authorised users reduces the risk of delays if someone changes role or loses access. Looking back, the organisations that achieved the smoothest ESOS compliance weren't necessarily those with the simplest portfolios. They were the organisations that planned ahead, communicated effectively across the business and recognised that collecting good quality data early makes every subsequent stage of the process significantly easier.

Become

an ESOS Lead Assessor Lead the UK's largest organisations towards energy efficiency compliance Why become an ESOS Lead Assessor? Becoming an EMA Registered ESOS Lead Assessor demonstrates your technical competence in energy auditing and energy management while enabling you to lead ESOS compliance for qualifying organisations. Lead Assessors may work in-house for organisations subject to ESOS, or as independent consultants supporting multiple clients. Professional recognition Gain a respected credential recognised across the UK energy management profession.

Career progression Demonstrate advanced expertise in energy management, auditing and assessments.

Work in-house or consultancy Support your own organisation or provide ESOS services to clients.

Stay at the forefront Access CPD, technical updates and an active ESOS professional community.

Your journey to registration with the EMA Applicants who aim to become approved as ESOS Lead Assessors are expected to demonstrate a good quality and relevant professional energy assessment and energy auditing experience relevant to the PAS 51215 competencies. Applicants who decide to achieve their ESOS Lead Assessor approval and registration with the EMA will follow these steps:

2. One-Day Tutor-Led Course Attend the live tutor-led EMA Become an ESOS Lead Assessor course, covering ESOS requirements, PAS 51215 and practical compliance. 3. Written Assessment Complete a post-course assessment demonstrating your understanding of ESOS requirements and professional practice.

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1. Application Pack Complete the EMA application form and submit your CV, qualification certificates, PII certificate, evidence of competence and signed Code of Conduct. References are reviewed before progressing.

4. Peer Review Interview Complete a professional interview with two members of the EMA ESOS Panel to assess your technical knowledge, practical auditing experience and ability to lead compliant ESOS assessments.

E: jana.skodlova@theema.org.uk - W: www.theema.org.uk - T: 0203 916 5516

FEATURES By

Nicolette Walshe, ESOS Lead Assessor and Energy & Carbon Specialist at Concept Energy Solutions Ltd

ESOS Phase 4: Start Early and Prepare Clients Properly Having been an ESOS Lead Assessor since the scheme was introduced, Nicolette has worked with organisations ranging from single-site businesses to international companies with more than 300 locations. Drawing on experience across manufacturing, defence, aviation, retail and commercial property, she shares her advice on preparing for ESOS Phase 4 and the lessons learned from previous compliance phases. How are you and your clients preparing for ESOS Phase 4, and what are the main priorities at this stage? The priority is understanding what is changing and preparing well before the qualification date. One of the most important things I'm doing is keeping up to date with the latest developments and proposed changes to the scheme, so that we are ready to advise clients as soon as new requirements are confirmed.

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At the same time, we are reviewing all of our existing clients and their previous submissions. Fortunately, our internal processes were robust during Phase 3, so we are refining rather than rebuilding them. We are also bringing new members of our team up to speed so they understand both the technical requirements and the practical challenges of delivering ESOS.

For clients, preparation starts with understanding their organisation. That means confirming which legal entities qualify, identifying all operational sites and, crucially, beginning data collection now rather than waiting until the deadline approaches. The earlier organisations can provide energy and organisational data, the easier

it becomes to determine how many audits will be required and which sites should be selected. Waiting until the last minute inevitably creates unnecessary pressure for both the organisation and the Lead Assessor. What advice would you give organisations that are beginning their ESOS Phase 4 journey? The single biggest piece of advice is to start early. Every organisation is different, so preparation needs to be tailored accordingly. Some organisations already have excellent governance and routinely review energy performance. Those tend to be straightforward because the information is readily available and the right people are already engaged. Others present much bigger challenges. We have worked with organisations where simply establishing an accurate site list proved extremely difficult. Without that information, it is impossible to determine the audit schedule or understand whether additional audits are required. Finance teams should be involved from the outset because they often hold information that other departments don't realise is needed. Floor area data, transport

information, grey fleet mileage and expenditure records frequently sit outside sustainability teams, yet they are essential for ESOS compliance. Another common challenge is obtaining data from landlords, managing agents or energy suppliers. Sometimes organisations need support drafting requests or obtaining letters of authority before suppliers will release the required information. It can take persistence, but resolving these issues early makes the rest of the process much smoother. Clients also need to understand that every source of energy consumption must be considered, even if it ultimately proves to be negligible. Estimates are perfectly acceptable where appropriate, but organisations need evidence demonstrating why a particular energy source is considered insignificant rather than simply excluding it. Above all, ESOS works best when organisations view their Lead Assessor as part of the wider team rather than someone who simply arrives to produce a report. Collaboration throughout the

What would help ESOS Lead Assessors deliver Phase 4 more effectively? Earlier publication of guidance would make a significant difference. Lead Assessors often have only around a year between the qualification date and the compliance deadline, yet detailed guidance sometimes arrives after organisations have already begun work. During Phase 3, many reports had to be revisited because additional requirements, such as energy intensity ratios, were introduced later in the process. That created unnecessary work for assessors and additional costs that many consultancies simply had to absorb. Clear regulations are essential, but it's important to distinguish between regulations and guidance. Guidance is valuable when it explains the regulations, but it shouldn't extend their scope. When discussing compliance with clients, I always refer back to the legislation itself because ultimately that's what organisations are legally required to comply with. Better guidance would also reduce uncertainty around interpretation and help create greater consistency across the profession. Establishing organisational structures has been a challenge in previous ESOS phases. How are you approaching this with your clients ahead of Phase 4, and have the action plans improved engagement between compliance phases? Organisational structure remains one of the biggest challenges in ESOS. We proactively research organisations ourselves, using

company accounts and publicly available information to identify subsidiaries and corporate relationships before discussions even begin. Cross-checking websites and Companies House records often reveals sites or entities that clients themselves haven't identified. International ownership can add another layer of complexity. We have encountered situations where UK organisations were unaware they had sister companies that also formed part of the qualifying group because the connection existed through an overseas parent company. Explaining joint responsibility under the regulations often requires careful discussion. Some sectors are particularly challenging. Construction companies may have a completely different portfolio between qualification and compliance dates. Pharmaceutical companies often have commercial sensitivities around organisational information. Agriculture presents unique data collection challenges because of leased equipment and limited information. Data collection goes hand in hand with organisational structure. Transport data, grey fleet information and energy supplied through landlords can all prove difficult to obtain. Sometimes organisations need support communicating with landlords or suppliers to explain their legal obligations under ESOS. The introduction of action plans has encouraged more ongoing engagement between compliance phases, but in my experience the biggest improvement still comes from maintaining regular communication with clients rather than relying on formal reporting

requirements alone. Looking back at ESOS Phase 3, what are the key lessons learned you would share with other Lead Assessors and participating organisations? Preparation and communication are everything. Engage with clients early and involve the right people from the beginning, particularly finance teams. They are often central to resolving data issues and can unlock information that sustainability teams struggle to obtain on their own. Maintain more than one contact on the MESOS system so organisations aren't left without access if someone changes role or leaves the business. For participating organisations, don't panic if you're selected for a Phase 3 compliance audit. If you have made a genuine effort to comply and worked with a competent Lead Assessor, the Environment Agency is generally interested in helping organisations achieve compliance rather than penalising honest mistakes. Respond promptly to requests, communicate openly and involve your Lead Assessor throughout the audit process. They can often clarify technical points, keep discussions focused on the regulatory requirements and help organisations avoid unnecessary misunderstandings. Finally, remember that ESOS isn't simply about producing a compliant report. The best outcomes come when organisations and Lead Assessors work collaboratively throughout the entire process. When everyone is pulling in the same direction, compliance becomes far more straightforward and organisations gain much greater value from the exercise.

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process produces much better outcomes.

FEATURES By

Iain Paterson - ESOS Lead Assessor and Head of Sustainability & Engineering at Brownlow Utilities Ltd

ESOS Phase 4: Go Beyond Compliance and Deliver Lasting Value Iain offers a unique perspective on how organisations can maximise the value of ESOS, having experienced the scheme from both sides. As an in-house Lead Assessor during Phase 1, he saw firsthand the challenges organisations face in meeting their obligations. He later moved into consultancy, delivering ESOS compliance across manufacturing, commercial property and investment portfolios.

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Today, working alongside a multidisciplinary team of engineers and sustainability specialists, Iain’s approach goes beyond compliance. He helps organisations use ESOS as an opportunity to identify meaningful energy improvements, reduce costs and turn regulatory requirements into practical, longterm action.

How are you and your clients preparing for ESOS Phase 4, and what are the main priorities at this stage? Preparation has already started. Like many Lead Assessors, we are reconnecting with our existing clients while also identifying organisations we already support through other services that may qualify for ESOS Phase 4. One of our first priorities is reviewing qualification as early as possible. We have a number of organisations that sit close to the qualification thresholds, so it's important to monitor them carefully because a relatively small change in business size or corporate structure can determine whether they fall within the scope of ESOS. We are also making sure our own team is fully prepared. That means continuing to develop our technical knowledge, reviewing

our delivery processes and strengthening relationships with our technical partners so that any recommendations we make reflect the latest technologies and best practice.

to be sold, acquired or relocated before the compliance deadline, identifying those changes early avoids spending time assessing assets that may no longer form part of the organisation.

Perhaps the biggest focus, however, is asking ourselves how we can deliver more value than we did previously. We don't want to simply repeat Phase 3. Where we are returning to sites we have visited before, we are looking to carry out more detailed assessments, identify additional opportunities and provide clients with more meaningful recommendations rather than just meeting the minimum compliance requirements.

Another practical recommendation is to consider installing submetering where appropriate. Goodquality energy data transforms the quality of an audit. If organisations have time to improve metering before audits begin, they will receive much more detailed analysis and more targeted recommendations.

What advice would you give organisations that are beginning their ESOS Phase 4 journey? Start collecting the right information now. Understanding whether your organisation qualifies for ESOS should be the first step, followed immediately by identifying the data and audits that will be required. Leaving either of those until later in the process only creates unnecessary pressure. Organisations should also think ahead about changes that may affect compliance. If sites are due

One practice we've found particularly valuable is holding presite survey meetings before visiting any location. These discussions help site teams understand why we are coming, what information we will need and what to expect during the audit. They also provide valuable insight into site operations before we arrive and often help resolve data issues in advance. Ultimately, good preparation allows organisations to use ESOS as an opportunity to improve performance rather than simply complete a regulatory exercise. What would help ESOS Lead Assessors deliver Phase 4 more effectively?

Establishing organisational structures has been a challenge in previous ESOS phases. How are you approaching this with your clients ahead of Phase 4, and have the action plans improved engagement between compliance phases? Whether simple or complex, we still go through a process of building the organisational structure from information provided by the client and publicly available information, and then cross check our understanding through final review

with the client. This can be a timeconsuming process and looking ahead, I think artificial intelligence may have an important role to play in helping identify relationships between companies. Organisational structure and data collection continue to be closely linked. For many clients, we are already collecting energy information through other services such as SECR, CCA and energy procurement. Having those relationships in place means we often begin the ESOS process with a strong foundation of data. Regarding action plans, I think they have delivered some genuine benefits, even if their introduction wasn't perfect. I'm not convinced the documents themselves have transformed energy management, but they have encouraged more regular engagement between organisations and their Lead Assessors. Those ongoing conversations provide opportunities to review progress, revisit recommendations, update payback calculations and bring new contacts within the organisation up to speed. In many cases, it's those conversations and continued engagement that create the greatest value rather than the action plans themselves. Looking back at ESOS Phase 3, what are the key lessons learned you would share with other Lead Assessors and participating organisations? One of the biggest lessons is to make sure qualification

assessments are carried out by people who fully understand the regulations. Determining whether an organisation qualifies isn't always as straightforward as applying the headline thresholds, and we've encountered situations where unnecessary work had been undertaken because qualification had been assessed incorrectly. Consistency in audit quality is another important lesson. Earlier in my career with my current organisation we relied more heavily on external partners to deliver site audits. That highlighted the importance of quality assurance and working only with trusted partners who understand the standards expected. We have since strengthened our in house team and internal processes and now undertake much more of that work in-house while carefully selecting specialist partners where required. Finally, organisations should develop good habits around data collection long before compliance deadlines approach. Businesses that routinely collect the information required for ESOS find every stage of the process significantly easier. If organisations approach Phase 4 with good preparation, robust data and a willingness to look beyond minimum compliance, ESOS becomes much more than a reporting exercise. It becomes an opportunity to strengthen energy management, identify new efficiency opportunities and deliver long-term value to the business.

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Greater clarity around guidance and more practical support for both clients and Lead Assessors would always be welcome, but one area I'd particularly like to see improved is the role Lead Assessors can play in supporting clients through the MESOS submission process. Ultimately, responsibility for compliance rests with the participating organisation, and that's absolutely right. However, many clients are unfamiliar with the terminology and requirements presented within the portal. Without appropriate support, there is a risk of incorrect information being entered even where the assessment itself has been completed properly. I believe Lead Assessors should be able to guide clients through the submission process, explaining what information is required and why, while ensuring the client remains responsible for reviewing and submitting the final notification. That collaborative approach would reduce avoidable errors while maintaining clear accountability.

FEATURES By

Jonathan Webb, Head of Energy Solutions at AIS BMS

From Alarms to Action: Using BMS Analytics to Reduce Energy Waste, Reactive CallOuts and Occupant Discomfort The hidden performance gap in everyday building operation Buildings rarely waste energy in ways that announce themselves; more often the problem is hidden in trend logs and operational patterns. Only when equipment goes wrong; energy costs increase; space temperatures are too hot or too cold; pumps or plants are not operating; do BMS systems send out alerts or people begin to notice. This is why BMS analytics are not just a speculative technology, but a practical extension of good energy management.

forces them open, allowing flow through. This can lead to significant energy and comfort impacts. In variable flow systems pump loads increase and the delta-T between flow and return temperatures decreases, reducing heating and cooling plant performance.

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This article will look at particular use cases for BMS analytics that highlight, not just the energy benefit, but how it can reduce reactive call-outs, improve proactive maintenance and reduce occupant discomfort.

Why passing valves matter One of the clearest examples is passing valves. Valves control the flow of heating and cooling around a building and through HVAC plant. They are crucial in maintaining comfort conditions for occupants. However, sometimes they get stuck; actuators which control the valve fail or pressure within the system

In Air Handling Units (AHUs) and Fan Coil Units (FCUs) it can lead to simultaneous heating and cooling or poor temperature control in spaces. A good BMS analytics platform doesn’t wait for someone to notice, but it proactively monitors system

parameters such as control signals, valve demand, flow and return temperatures, space temperatures, pump speeds and operating schedules. For example, noticing an AHU heating valve is open when the return air temperature is at or above the supply air temperature setpoint may indicate a passing cooling valve. FCUs – small assets, large cumulative impacts Mentioned above Fan Coil Units, because they are small assets, are often overlooked as a significant source of energy waste and occupant discomfort. However, due to large numbers of these, the FCUs can have high cumulative impacts. BMS analytics can not only detect failed valves and actuators, but can also identify incorrect temperature sensors and fan failures leading to occupant discomfort; poor setpoint control leading to unnecessary engineer attendance; or short cycling and units operating outside of hours leading to increased wear and energy waste. Insights gleaned from BMS analytics can be prioritised ensuring worst offenders are proactively targeted.

From trend logs to data-led maintenance The key to turning data into insights, actions and improved performance is through integrating analytics software with engineering and controls expertise into maintenance workflows. The process is:

fault detection schedules a remedial action that resolves the underlying issue. In one case study, “too hot/too cold” complaints were reduced by 40% through targeted engineering action, reducing helpdesk demand and freeing maintenance time for higher value work.

data-led approach to maintenance, identifying root issues and resolving them, improved FCU performance from 43% to 99% whilst improving occupant comfort conditions. What good looks like: practical analytics rules and KPIs Best-in-class BMS analytics platforms provide pre-configured rules that cover a wide range of common operational and energy issues. Some platforms can automatically apply these rules to relevant plant items and BMS points, helping to streamline deployment and reduce setup time. Others allow new rules to be configured where standard templates do not fully meet sitespecific requirements. For the issues discussed in this article, useful fault‑detection rules might include: • FCU valve closed but temperature differential still present;

Reducing call-outs through earlier fault detection The application of BMS analytics enables a shift from complaintbased, reactive maintenance to a condition-based, proactive maintenance. Where a stuck heating valve may go unnoticed in the winter, only eliciting complaints in the summer, the early fault detection enables swift intervention. Where a faulty sensor would cause repeated requests for set point changes, the

Improving occupant comfort without increasing energy use This points to a key consideration that reducing energy use does not need to come from sacrificing occupant comfort conditions. Poor local control, drifting sensors and hidden valve faults can cause over-heated or over-cooled spaces. This shows up in the data and can be highlighted through BMS analytics that flag up zones and spaces that consistently fall outside comfort bands, respond slowly to demand, or require repeated manual adjustments and overrides. It enables the root cause of the problem to be diagnosed and addressed while avoiding the common response of widening schedules, narrowing deadbands and increasing plant output. As an example, through a targeted

• simultaneous heating and cooling demand in the same zone; • FCU fan running when the area is unoccupied; • zone temperature drifting despite active demand; • repeated manual overrides; • abnormal runtime compared with similar zones. These rules should then be linked to meaningful KPIs, such as suspected passing valves, unresolved terminal unit faults, comfort exceptions, avoided call-outs, verified fixes, recurrence rates and estimated energy impact. Good analytics should make building performance visible in a way that directly supports action. A useful dashboard is not defined by the number of points it displays,

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In a particular instance the above process was implemented on a large office in London where the BMS analytics software identified significant under-performance despite being maintained to SFG20 standard. This led to specific jobsheet actions for the site FM team targeting resources towards issues with the greatest impact.

FEATURES

but by how clearly it identifies exceptions, assigns ownership and tracks whether faults have been resolved. This creates a common language between energy managers, controls specialists and maintenance teams, ensuring that analytics outputs become prioritised work orders, verified improvements and lasting operational change rather than another passive reporting layer.

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Balancing AI, analytics and engineering judgement AI and advanced analytics can be valuable because they can process large volumes of BMS data far faster than a site team could review manually. However, their value depends on whether the outputs are triaged, explainable, technically credible and connected to real engineering action. A rule identified fault may draw attention to an issue, but it will not replace the judgement needed to understand plant configuration, occupancy patterns, control strategy and sitespecific constraints.

For example, at a newly deployed site, the analytics platform initially identified a high volume of faults and issues. By looking for common themes across multiple alerts at the triage stage, issues can be consolidated into more manageable solutions, streamlining the output and results. The most effective approach is to start with clear, high-value use cases that engineers recognise, such as passing valves,

"Good analytics

rules that can be applied and limit the ability of the analytics to identify issues.

should make A recent example is where a client building lacked the data from the landlord controlled chilled water system. performance Issues with valves may therefore be visible in a way problems with main plant rather than the valves themselves. Energy that directly and FM teams should map the supports action." relevant points, meters, sensors schedule exceptions, simultaneous heating and cooling or FCU faults that repeatedly affect comfort. Once these rules are validated and trusted, organisations can then build towards more advanced predictive methods with confidence. In this way, AI becomes a practical support tool for skilled teams rather than a substitute for engineering understanding.

Implementation roadmap for energy and FM teams Once the operational problem has been defined, successful implementation depends on understanding whether the available BMS data is sufficient to investigate and act on it. The lack of relevant BMS points can impact the

and trend logs, then identify any gaps that could prevent reliable diagnosis or post-fix verification. Rather than treating analytics as a broad exploratory exercise, the initial prioritisation should be guided by known histories of comfort complaints, abnormal runtime, inefficient plant operation or repeat maintenance attendance. These known problem areas help direct analytics towards the issues most likely to create energy waste, occupant dissatisfaction or unnecessary callouts. From there, analytics rules should be linked to named owners, job-sheet actions, verification steps and a simple recurrence review. This creates a disciplined improvement cycle: identify the exception, confirm the likely cause, intervene, prove the fix and prevent the fault from returning. When scaled across a wider estate with consistent naming, reporting and governance, analytics becomes part of everyday maintenance management rather than a separate energy project.

When implemented as part of a structured maintenance process, analytics can deliver three clear benefits: • lower energy consumption through the elimination of hidden inefficiencies, • fewer reactive call-outs through earlier fault detection and resolution, • better occupant comfort conditions through the proactive correction of control, sensor and equipment issues.

These outcomes reinforce one another, improving both operational performance and the effectiveness of maintenance teams. The most successful programmes start with known failure modes such as passing valves, schedule exceptions, simultaneous heating and cooling, or recurring FCU faults. From there, organisations should verify outcomes after intervention, ensuring that faults are genuinely resolved and that expected savings and comfort improvements are achieved. By embedding analytics into routine maintenance governance, with clear ownership, prioritisation and verification processes, building data becomes a practical tool for continuous improvement rather than simply another source of reporting. Author’s profile: Jonathan is a Chartered Engineer

"The real

value of BMS analytics does not come from collecting more data, but from acting on the right data." with over 15 years’ experience in energy, carbon and building optimisation across commercial buildings and estates. He has helped deliver award-winning energy performance programmes, using BMS analytics, controls strategy and Net Zero planning to improve outcomes with facilities management and engineering teams.

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Conclusion: Turning Building Data Into Everyday Operational Value The real value of BMS analytics does not come from collecting more data, but from acting on the right data. Buildings already generate vast amounts of operational information; the opportunity lies in using that information to identify meaningful faults, target resources effectively and drive measurable improvements.

CAREER & TRAINING By

Parthena (Nopi) Exizidou, Net Zero Transition Lead at the British Antarctic Survey

Engineering to Strategy: The Journey of a Net Zero Leader This interview explores Nopi Exizidou’s professional journey, focusing on how her roles, responsibilities and skills have developed over time. It offers an insight into the themes that have remained consistent throughout her career, the lessons she has learned, the projects that have shaped her development and her aspirations for the future as she continues to lead ambitious net zero and resilience efforts.

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What first drew you towards energy management and sustainability? I can trace my interest in energy management back to the final year of my engineering degree. When it came time to choose a thesis topic, I realised I was naturally drawn to subjects like heat transfer and thermodynamics, but I also had a strong appreciation for buildings and architecture. Energy performance in buildings sat right at the intersection of those interests, so it felt like the perfect fit.

That decision set the direction for the next few years. I stayed in academia after completing my degree and worked on European research projects focused on improving the energy performance of existing buildings. That included modelling and simulation of buildings, real time measurement campaigns, diagnostic techniques, and exploring practical ways to improve energy efficiency and reduce consumption in real buildings. Those early research experiences were really what pulled me into the

world of energy management and sustainability. They showed me how technical engineering principles could translate into meaningful, real world impact and that combination has kept me in the field ever since. Can you describe your earliest professional experience in this field and what you learned from it? The first major project I contributed to focused on developing positive energy buildings, a challenging and quite forward thinking concept at the time. Most of my work centred on thermal modelling and simulation and CFD analysis of non-domestic buildings, and developing scenarios for energy demand reduction . What I learned very quickly was that buildings don’t always behave the way the models suggest they should. There is almost always a gap between design intent and actual performance, and understanding that gap became one of the most valuable lessons of my early career. I remember a particular case where I was modelling an office building and validating the simulation against sensor data from the real

space. The temperatures didn’t match, the model was predicting one thing, but the measurements showed something different. Eventually, I discovered the cause: a PC left running by one of the occupants. It was a small detail, but it had a noticeable impact on the building’s performance. That experience stayed with me. It taught me that good energy management isn’t just about technology, design or engineering calculations human behaviour plays a critical role. The way people use buildings can significantly influence energy consumption and performance. Those early projects helped me understand the reality of how buildings operate in practice and they ultimately shaped my transition from academic research into practical energy management. They showed me that closing the design performance gap requires both technical expertise and a deep appreciation of how people interact with the spaces they occupy. When you transitioned from academia into practical energy management, did you encounter

Curiosity helped me enormously, speaking to the people who run and occupy buildings gave me insights that no model or simulation could provide. That experience taught me that effective energy management is about understanding the human and operational realities of buildings. And there were moments when I wondered: “Should I have already known this - especially coming from an engineering background?”. But asking questions, even simple ones, was essential. It’s how we learn and it’s how we build confidence in the practical side of energy management. How did your responsibilities evolve during your early roles and what were the key turning points that shaped your career progression? When I joined the British Antarctic Survey (BAS) in 2017, my first role was as an Energy and Building Services Engineer. From the outset, I was focused on improving the

energy performance of buildings in BAS Cambridge offices and Antarctic research stations. That work involved energy audits, metering, analysing real world data, carrying out performance reviews, and identifying opportunities to reduce consumption and improve efficiency. My responsibilities expanded quite quickly. By 2018, I had moved into carbon management, business case development and project delivery. I secured funding for my first major project - installing solar carports, EV chargers and a new secure

"That experience taught me that effective energy management is about understanding the human and operational realities of buildings."

decarbonisation project manager and then into a more strategic leadership position. I began developing BAS’s net zero strategy across the entire organisation, covering not only stations and buildings but also shipping, aviation, logistics and scientific operations. It was a turning point that ultimately led to the creation of a dedicated net zero team. As my role evolved, it also became increasingly strategic. I moved from delivering individual projects to leading organisational wide planning: developing carbon pathways, identifying programmes that could secure funding, and turning ideas into deliverable projects by coordinating resources and driving them through to implementation. Forecasting impact and risk management became core parts of my remit - assessing delivery, operational, financial and climate related risks to ensure our plans were robust and resilient.

bicycle facility with a solar roof. It was the first project I delivered end to end, from identifying the opportunity and building the case, to undertaking project management training and overseeing full delivery. It was a formative experience that taught me how to translate technical ideas into practical, operational outcomes.

In parallel, I continued to have overall responsibility for carbon reporting, assurance and governance, making sure our data is credible, transparent and ready to support decision making. Evidence based planning is now central to my work: using emissions data, energy data and operational insights to prioritise actions and shape future projects. Since then, I secured further funding, expanded the programme and been promoted twice.

By 2019, with the Government’s emerging net zero commitments, BAS began exploring what net zero would mean internally and I was asked to shape that initial strategy. That marked a significant shift in my role - from energy engineer to

Today, I lead the team and oversee the strategic approach to decarbonisation, including risk management, assurance and carbon assessments. Our team is currently four people, but we’re restructuring to embed net zero and sustainability

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any particular challenges? I stayed in academia for seven years after completing my degree and moving into practice came with its own set of challenges. In research, you spend a lot of time understanding building physics, system design and theoretical performance. But real buildings are far more complex. They have interacting systems, control strategies, maintenance issues and, importantly, people whose behaviour can significantly influence how a building actually performs. My way of overcoming that gap was to get out into buildings as much as possible. I carried out energy audits, spent time with facilities teams, asked a lot of questions and tried to understand how systems were really being operated day to day.

CAREER & TRAINING

responsibilities across the wider organisation. Rather than relying solely on a central team, we’re building energy management and sustainability criteria directly into key roles, not as voluntary ‘champion’ duties, but as formal parts of job descriptions. We’re also sharing resources across teams, such as between net zero and estates engineering. This approach is creating strong synergies, improving ownership and helping us deliver decarbonisation as part of everyday business.

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Can you give some examples of the work you’ve been leading at BAS and what impact it has had? The most significant piece of work I’ve led recently is BAS’s Net Zero Transition Programme. It has been a major turning point in my career because it moves beyond individual sustainability projects and instead takes a strategic, organisation wide approach to decarbonisation.

also from ships, aircraft, logistics, science delivery and procurement. Bringing all of these elements together within a single carbon framework has been one of the most challenging and rewarding aspects of the programme.

Attenborough. This shift can reduce emissions by around 30%, although availability of sustainable fuels is currently limited to UK ports. Even so, it represents a crucial step for hard to decarbonise sectors like shipping and aviation.

Within the wider strategy, several projects stand out:

• Testing low carbon aviation alternatives, including RPAS (Remotely Piloted Aircraft Systems) - we’re exploring how RPAS could support low carbon science delivery in Antarctica. Some of the RPAS we’ve tested can fly over 1000 km and carry payloads of up to 150 kg. If we match RPAS capability with science mission, this could reduce reliance on crewed aircraft, potentially cutting emissions by up to 70% for certain missions.

• Solar and energy storage system at Bird Island Research Station we recently completed a solar and storage installation that has reduced fuel use at the station by 50%. Beyond the direct savings, it also reduces the need for ship refuelling visits, which has a much larger indirect emissions benefit, given the carbon intensity of shipping. • AI and machine learning tools for ship optimisation - we’ve developed digital tools that help our ship optimise fuel use and plan more efficient routes across the

BAS has committed to achieving net zero carbon emissions by 2050, with an interim target of reducing emissions by 50% by 2030. Our programme aligns with the wider UK Government Net Zero target and sustainability strategies of our parent organisations UKRI/NERC. We’re already seeing meaningful progress: this year we achieved a 20% reduction compared to our baseline and a 6% reduction compared to last year.

Southern Ocean. They function almost like ‘Google Maps’, guiding the vessel from A to B with lower emissions but can also identify more longer-term planning efficiencies. These tools are now embedded into operations successfully.

What makes this work particularly complex and fascinating is the nature of BAS’s operations. Our emissions come not only from buildings and research stations, but

• Introducing sustainable alternative fuels - we’ve begun transitioning our shipping operations to sustainable fuels, starting with the RRS Sir David

Together, these projects demonstrate how solutions must be tailored to the unique environments in which we operate. What works in one location cannot simply be replicated elsewhere; each site has its own characteristics and constraints. But the learning we gain from one project often informs another, helping us build more resilient and effective decarbonisation strategies. The BAS Net Zero Transition programme has been successful because it brings together research, innovation, operations and strategic planning, and it is already reshaping how BAS delivers science in some of the most challenging environments on Earth. What technical or analytical skills have you strengthened most recently? Recently, I’ve focused on strengthening both my technical and analytical skills to support the

On the technical side, I completed Passive House training, which has been particularly valuable. High performance building design and deep retrofit are areas I care about deeply, and the training has helped me deepen my understanding so I can better support engineering teams and drive ambition in our projects. It’s already informing our thinking for the Cambridge headquarters and for future proofing our Antarctic stations. Alongside that, I’ve also developed my skills in scenario planning, risk analysis, reporting and assurance. As the Net Zero Transition Programme has become more strategic, the quality, credibility and transparency of our data have become increasingly important. Strengthening these analytical capabilities has helped ensure that our carbon reporting and governance are robust, and that our decisions are grounded in reliable evidence. What aspects of your current work energise you the most? Two aspects of my work energise me the most. The first is taking an idea and turning it into a real project. That process of moving from a concept to something tangible on the ground is incredibly rewarding. I’ve always felt trusted and supported at BAS, and that confidence from senior leadership has allowed me to develop ambitious ideas and actually deliver them. It’s one of the main reasons I enjoy working at BAS, it’s an organisation that gives you the space to innovate and the backing to make things happen. The second is seeing real world

impact. Delivering renewable energy projects and then witnessing the fuel reductions in practice is hugely motivating. There’s something very energising about seeing the numbers shift, watching emissions fall and knowing that the work is making a measurable difference. It gives you momentum and reinforces why the effort matters. Those two elements, the freedom to turn ideas into projects and the satisfaction of seeing tangible results are what I enjoy most about my role. They make the work exciting, meaningful and continually inspiring. Looking across your career, what theme has remained consistent? Looking across my career, one theme has remained absolutely consistent: I’ve always relied on my technical foundation. Even as my role has evolved into leadership and strategy, that engineering background continues to be something I draw on every day. It helps me understand the realities behind the data, challenge assumptions and make sure that the decisions we take are grounded in evidence rather than aspiration. That’s also why I keep returning to technical learning, whether it’s Passive House training or deepening my understanding of ships and aircraft. Staying close to the technical side allows me to support engineering teams effectively and push ambition forward in a credible way. It ensures that when we set direction, we’re doing so with a solid understanding of what is possible and how it can be delivered. What would you say is the most important lesson you’ve learned so far? The most important lesson I’ve

learned is that people are central to delivering meaningful change. Technical expertise is valuable and it has been a constant throughout my career but it’s only one part of the picture. To drive progress, you have to bring people with you. Understanding their pressures, their priorities and the realities of their day to day work is essential. When you make change meaningful for them, when they can see why it matters and how it fits into their world, that’s when things start to move. Behaviour, engagement and collaboration are often the deciding factors in whether a project succeeds or stalls. How do you see your career developing over the next few years? Looking ahead, I see my career continuing to evolve within the space of strategic net zero and sustainability leadership. I want to keep building on the work I have done so far - helping BAS move from strategy into long term delivery and ensuring that our net zero targets are genuinely achievable. I’m particularly interested in strengthening the link between carbon reduction, climate risk and operational resilience. Our operations are undergoing significant change and we need to understand how climate impacts, logistical pressures and future proofing requirements shape the decisions we make today. Another priority for me is helping BAS define what best practice looks like. As a world class environmental organisation, we should be aiming high and part of my role is to bring that ambition forward, build confidence in our direction and ensure we have the right foundations to deliver it.

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increasingly strategic nature of my role.

CAREER & TRAINING By

Richard Kelly, Estates Manager at Dublin City University

Building Better Places: A Leadership Journey Through Engineering, Facilities and Decarbonisation This interview explores Richard Kelly's professional journey, tracing how his roles, responsibilities and technical expertise have evolved over time. It offers insight into the themes that have guided his career, the lessons learned across sectors, the projects that have shaped his leadership, and the ambitions driving his work as he continues to lead DCU’s energy performance and decarbonisation efforts.

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EARLY CAREER What made you choose energy management as a career in the first place? I always had an interest in how things worked. When I was younger my favourite present was a Meccano set, and I was always tinkering around with my own ideas on how I could get some of the projects and designs better. I also had a fascination with taking toys and other things apart to see how they worked. I got into a lot of trouble when I was 10 trying to figure out how the radio worked!

Throughout school I always wanted to be an electrician. But in the mid 1980s, we were in a deep economic recession in Ireland and it was very difficult to get employment. So, after completing my Leaving Certificate in 1985, I enrolled in a Building Services Engineering Technician Course at Bolton Street, College of Technology. This course introduced me to heating, ventilation, airconditioning and electrical services design, and was also my first introduction to energy engineering

and energy management. What did early commercial and technical roles teach you? After my first year in Bolton Street, I was offered a summer job in a wellknown consulting engineering firm in Dublin. As well as general office duties, I started to gain experience in design and draughting, and when September came, I stayed on permanently whilst completing my studies part-time for the next few years. I completed my diploma in 1989, finished my exams on a Friday and hopped on a plane to London the next day. My career continued in the UK for the next three years, learning all about buildings, services and how to iron a shirt. I returned home to Ireland in 1992 and worked in another consulting engineering practice until an opportunity arose at Dublin City University (DCU) in mid 90s, where I decided to try my hand at a facilities management role. ENTRY INTO HIGHER EDUCATION You joined Dublin City University in 1995 as a Building Services

Engineer. What were the key responsibilities in those early years? I had a number of responsibilities in the early years. As well as assisting the Buildings Officer in managing new build projects, assisting in looking after the existing buildings and managing contractors on a daily basis, I also had a specific role to manage space within the University. This was an area I developed a keen interest in and where I found that to understand energy in any environment, you need to understand the space and its utilisation first. How did the University environment differ from your previous roles? It was very different. I went from designing building services systems within a consulting engineering environment to managing heating, ventilation and air conditioning systems in a real life and live environment. I was now part of a facilities management team responsible for ensuring optimum comfort conditions for staff and

In 1999, you progressed into the role of Building Services & Facilities Engineer. How did your responsibilities expand? I was very lucky in that I had a fair number of opportunities to advance my career within DCU over the years. As I progressed, my responsibilities increased to include Estates Strategic Planning; Campus Masterplanning; Facilities Management; Operations Management; Grounds and Waste Management; Financial Management; Budgeting; Forecasting; Cost Control; Project Management of New Builds; Retrofits and Refurbishments; Space Management; Space Accounting; Energy Conservation; together with Risk, Quality, Fire, Health, Safety, Compliance, Emergency and Regulatory Management. Facilities Management really does have an extensive remit. As the University expanded from one campus to now six, and student numbers from 3,000 to now 20,000, the Estates Team grew alongside it. This was a challenge, but also, looking back, an incredible journey. As the

University evolved, we moved with it, learning and adapting day by day.

existing building stock. Exciting times ahead.

What skills did you need for the role? Management skills and technical skills. As the University developed, so did the academic faculty, and more and more campus stakeholders became part of our overall community. People management, strategic management and leadership skills became a real requirement of my role, and an important part of my management toolbox. Building and maintaining relationships is a key enabler of how I journeyed up the management ladder.

LEADERSHIP AND STRATEGIC INFLUENCE What were the biggest shifts in responsibility as you moved into leadership, and how did you approach managing multi campus operations? Probably the best place to start answering that question is to go back to 2016.

Working within a university environment, I was encouraged to develop and learn. Over the years I completed my degree in Building Services Engineering, a master’s in Business Administration, and a postgraduate diploma in Sustainable Energy. These courses, together with the shorter term inhouse management and leadership courses helped me develop into a listener and a problem solver. What was the most complex technical challenge you faced? Building and maintaining a control and management system capable of delivering comfort at optimum energy requirement was and still is a significant challenge. However, probably our most complex and technical challenge going forward is electrifying heat. Decarbonising our fossil fuel heating systems is a real challenge. But we are learning and successfully meeting the challenge head on. Over the past number of years, we have trialled various heat pump integration projects within existing buildings and we now have a cost effective strategy to start replacing boiler plant within our

In 2016, with major change in DCU due to incorporation with several other colleges and institutions, I had an opportunity to set up a specific energy unit, and to lead this team dedicated to conserving energy across the new enlarged university. This allowed me to follow my passion, which is energy, its management, its conservation, its governance, its safe practice, its procurement, its performance and its decarbonisation. Leading this team on this journey has been the most rewarding part of my career. Responsibilities include: Leadership and Strategic Management of Energy Planning; Policy; Systems and Infrastructure; Financial Planning; Budgeting; Forecasting; Procurement; Investment and Cost Control; Development, Direction and Future-Proofing of Energy Systems; Operations and Infrastructure; Energy Management System Certification (ISO 50001); Energy Performance, Conservation and Decarbonisation; Project Management; Planning; Business Case Development and Execution; Renewable Power and Renewable Heat Installations and Integration; Energy and Water Budgetary; Auditory; Safety; Regulatory; Risk, Compliance and Governance; Team Leadership, Coaching and Management. Over the past 10 years, DCU

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students. Basically, making buildings work better. This involved recommissioning of existing HVAC systems, resolving problems resulting from poor design, creating solutions to make occupants more comfortable, optimising system controls, managing refurbishment and retrofit projects, and managing new build green-field major capital projects. In this role, energy management especially came to the fore, trying to bring our billing costs down every week, every month and every year. Whilst managing energy was very important, it was a small part of my overall role, even though it was where my real passion lay. But my time would come.

CAREER & TRAINING

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has become one of the leading public bodies, in terms of energy performance, achieving over 50% improvement through 2020, the target being 33%, and ending up on the top of the Irish university rankings. We achieved ISO 50001 certification in 2017, the international standard for energy management. Since then, we have built a fully integrated and highly effective energy management system and a high-performing energy management team. Our verified avoided energy costs have exceeded €10 million since 2016, with energy grants secured surpassing €3 million. We also have ambitious and aggressive plans to further drive consumption, carbon and costs down as we head towards 2030. Achieving ISO 50001 allowed us to have the same system of energy management for each campus, and this was the basis of embedding an energy culture within and across the entire DCU community.

Energy conservation is now fully embedded into all estates facilities, operations and projects activities, and focussed throughout the entire staff and student population. In addition, the DCU Energy Management Team have won numerous awards over the past number of years, acknowledgement of our commitment, cross-campus integration, collaboration, drive, values, results and dedication. Our hard work was rewarded in 2019, receiving the Energy Institute Energy Management Team of the Year award at a ceremony in London, a Green Sustainability Achievement Award in 2021, and more recently a THE award in 2023.

We currently stand at over 45% towards our 2030 decarbonisation obligations, ahead of target and are on track for a 70%+ energy system decarbonisation by the end of the decade. We are doing very well, but still have lots of work to do. PROFESSIONAL DEVELOPMENT Alongside your career progression, you pursued a number of qualifications and certifications. Can you tell us

additional energy qualifications to sit alongside my Chartered Engineer status with the UK Engineering Council/Energy Institute. Joining and becoming part of the Energy Managers Association (EMA) was a key part of my journey and energy progression. Communicating with fellow energy professionals allowed me to learn, collaborate, discuss and debate energy management across the full range of topics we are involved with. It has enabled me to be a better energy manager, a better energy coach and a better energy leader. Continuous education and development, together with discussions and learnings within energy environments is key to becoming a rounded energy manager. The Energy Institute, the Association of Energy Engineers and the Energy Managers Association allow me to stay current, evolve as the energy industry moves forward, and lead with confidence.

more about these and their importance? As I started leading a specific energy team, charged with achieving difficult goals and targets, I needed and wanted to learn more and more about energy engineering, energy management and energy decarbonisation. So, very early on I set a personal target of completing the Association of Energy Engineers qualifications. I gained Certified Energy Manager (CEM), Certified Energy Auditor (CEA), and Certified Measurement and Verification Professional (CMVP) qualifications early in the journey. These gave me

STRATEGIC ENERGY MANAGEMENT ACROSS CAMPUSES In your current role, you’re responsible for energy performance and the strategic development of energy systems. What does effective energy management look like at this scale? Effective energy management requires everybody to confront the challenges we face and to engage as a team to conserve and decarbonise energy. Collaboration between staff, students, project managers, facility managers, space managers and our leaders with the energy team is crucial and allows the University to embed energy management as

SECTOR WIDE PERSPECTIVE Decarbonising ageing infrastructure is a challenge for many universities. How is DCU approaching this transition? This is a very difficult challenge. But we are learning from early stage pathfinder projects, where we attained government grants to trial and integrate heat pumps into our existing heating systems. Over the past few years, we have incorporated heat pumps into existing older structures and most recently we completed our first fully electric new build. We feel we now have the knowledge, the skills

and the confidence to electrify our heating requirement over the next few years, and post 2030, to ensure we reach net zero energy. Our decarbonisation targets require a 51% absolute reduction by 2030 and we are well on our way to surpassing this objective. From your perspective, what are the biggest challenges facing professionals in energy management roles today? Moving from energy conservation to energy decarbonisation is our biggest challenge. We need to cost effectively reduce and then decarbonise our fossil fuel demand, whilst lowering the energy requirement as much as is practically possible. And all while trying to keep our operational running costs low. What trends in energy management do you believe will define the next decade? Localised and distributed electricity generation, grid integration, demand response, electrical and thermal storage, electrification of heat...lots of challenges ahead. REFLECTIONS What accomplishment are you most proud of in your career?

Leading a team that is as passionate about energy management as myself. Big thanks to all involved in the team over the last 10 years; Mark, Liam, Joe, Mary, Gavin and Stephen. Thanks a million. What values have guided you throughout your career? Openness, inclusiveness, passion, listening, caring and helping – the very same as my life values. If you could relive one professional moment, which would it be? Winning the Energy Institute Energy Management Team of the Year award in London in 2019. It felt like we truly were appreciated for the achievements we accomplished in DCU, and the words of the judges will forever stay with me. What three pieces of advice do you have for your younger self? • Be yourself, don’t be what others want you to be. • Stay true to what you believe and always do the right thing. Don’t compromise yourself or your values. • Don’t be afraid to challenge yourself, don’t be afraid to make mistakes and don’t be afraid to be ambitious.

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an integral part of our culture. It allows us to move from policy driven to policy drivers, from incremental planning to transformational planning and from a reactive perspective to revolutionary energy leaders. Ambition, with passion, is what effective energy management looks like and as I said earlier on, the technical skills, coupled with people skills, allow us to professionalise energy management, so that it is core to how we do business here in DCU. Ultimately, we want a net zero energy conscious DCU and we are well on our way.

INDUSTRY FOCUS By

Charles Sainsbury, Head of Regenerative Sustainability and Energy at Eden Project

Inside Eden’s Energy Story: A Practical Conversation on Regenerative Sustainability In this feature, we look at how organisations across different sectors approach energy management. This issue goes behind the scenes at the Eden Project in Cornwall to explore what it really takes to run energy, horticulture, education and public engagement on one very lively site. In this interview-style piece, Charles Sainsbury shares a personal view of what it takes to manage energy in one of the UK’s most recognisable environmental charities and destinations - from the big infrastructure projects to the small operational details that make a difference day to day.

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Introduction to the Eden Project When people think of the Eden Project, they often picture the Biomes first: those extraordinary structures set into a former clay pit near St Austell, filled with rainforest, Mediterranean landscapes and thousands of plants from around the world. But it’s also a living demonstrator - a place where we inspire wonder, hope and positive action for the planet by reconnecting people with the natural world.

As we celebrate 25 years of the Eden Project, the scale of that impact is significant: more than 25 million visitors, around £6.8 billion in total economic impact for Cornwall and the South West, hundreds of jobs sustained, and major spend with local suppliers. The idea that a damaged landscape can become a place of recovery, learning and inspiration

informs our approach to what we term regenerative sustainability, which simply put, means leaving things better than we find them. This has been an integral part of Eden’s mission from the beginning: using the transformation of a damaged landscape into a place of renewal that shapes the way we think about resources, resilience

Photo: Eden Project Rainforest Biome

and our responsibility to future generations. In my role as Head of Regenerative Sustainability and Energy, I’m privileged to be responsible for

driving that approach forward - across our site, infrastructure, operations and our teams. We operate at an extraordinary site where no two days are the same, presenting both challenges and opportunities when it comes to energy management. Visitor patterns, live events, plant collections, education programmes and site operations all translate into real loads and an importance on tightly managed site systems. The site may be extraordinary, but I hope the key insights and principles I share in this article can be transferred to any operational context. Namely investing in good data to catalyse action, engaging colleagues to adopt a shared responsibility for energy and sustainability, and above all making sure people can see why the work matters. What does energy management

The pioneering spirit continues today. Perhaps best exemplified by the groundbreaking deep geothermal energy project on site (the first to be operational in the UK for 37 years), which provides renewable heat from the deep Cornish granite to the Biomes and our stateof-the-art Growing Point plant nursery complementing a roofmounted solar PV array along with a rainwater harvesting lagoon for plant irrigation to truly demonstrate a regenerative approach to growing. At a practical level, energy management starts with acknowledging that our site is unusual. We are simultaneously caring for living collections, welcoming visitors, running restaurants, exhibitions, events, offices, workshops, water systems and, in winter, even an ice rink. Tropical plants need a tropical climate, so energy must be managed with a real understanding

of what the site is here to do. In simple terms: if the plants are not happy, no one is happy! We’re a nature-based educational charity, delivering and partnering on nature and social recovery projects across the UK, so it’s crucial that we walk the talk at our flagship home in Cornwall. One of the most important things we do is to operate our

through Planet Mark, fully aligning climate action to a 1.5oC warming scenario and committing to more than halve operational greenhouse gas emissions (including from wider scope 3 emissions sources) by 2030 from a 2019/20 baseline. Planet Mark has been a key partner since 2012 and undertaking verification of our carbon footprint each year to achieve certification is crucial in reporting our progress with rigour and validation. Of course, Eden’s ethos has always been about minimising the carbon impact of our operation and demonstrating climate solutions to our audiences. But our commitment to be climate positive by 2030 seeks to go further than this reducing our own emissions but also respecting, protecting and restoring nature, drawing down carbon into natural sinks in the process.

Photo: Rainforest Biome Air Handling Unit works

Building Management System (BMS) as tightly as possible - monitoring performance, fine-tuning controls, turning things down or off where we can and involving the people who know the buildings best. It also means being open about where we can still improve. Walking the talk matters, but so does showing the work behind it. Have your strategies adapted to include a focus on net zero policy? Yes - and in 2021, we joined the UN-backed Race to Zero campaign

Our Climate Positive action plan sets out how we tackle the areas where we can have the greatest impact: nature-based solutions, energy and transport, regenerative design and sustainable construction, and responsible supply chains. We’ve made good progress in a number of areas, not least through the Eden Geothermal project which is an amazing practical demonstration of how we can move away from fossil fuels to renewable energy sources, helping to inspire and engage our visitors in an exciting way.

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mean at the Eden Project? Energy systems sit at the heart of Eden’s engineering story – from pumping and managing water at 17 metres below the water table, to precisely controlling temperatures and humidity conditions for a living plant collection. They also shaped the pioneering approach behind the Core building, where rooftop solar PV was integrated into a Fibonacciinspired roof design, as part of the architecture itself back in 2005.

INDUSTRY FOCUS

How does the Eden Project deal with energy management in practice? Like most organisations, keeping energy costs down is critical, so there’s a continual focus on reducing demand where we can, and encouraging positive habits from our staff and visitors. Our Energy and Sustainability Champions play a big role in driving this approach across the site. They were also involved in our most recent ESOS audit, which was a brilliant way of bringing day to day insight and ideas from our teams into the process – the quick wins such as behaviour change, improved controls and better housekeeping all add up!

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Operational resilience is also crucial, particularly as we deal with increasingly challenging weather patterns. We have several critical engineering systems managing heating, water and public health, typically running in the background without anyone noticing. Without careful management of these systems though, both plant health and visitor experience would be compromised.

Eden’s BMS is like a giant steering wheel that allows the complex requirements of the site to be managed with precision throughout the year, based on any number of changing variables. The team are proud of the controls system they have developed over the years (gaining award winning recognition at the 2012 BCIA awards), which continues to be evolved and finetuned to this day. Overlaying energy and metering data provides further support to our maintenance and operations teams, alerting them to any faults and wastage across the site, as well as highlighting opportunities for efficiency

improvements in day-to-day asset maintenance regimes – ensuring that data is turned into action on the ground. Which parts of everyday business are most challenging? What makes our site so exciting is the fact it’s living, evolving and constantly changing with the seasons. Indeed, many describe Eden Project Cornwall as a ‘living laboratory’ and then when you consider the scale of engagement with the visiting public across programmes, exhibits and events, it can make energy management quite complex. Optimising energy use requires consideration of multiple factors including plant health, visitor experience as well as site safety and resilience. The Rainforest Biome has different requirements from the Mediterranean Biome; restaurants and kitchens have different load profiles from the site offices; and sudden changes to weather can change the operating picture quickly, especially during the odd Cornish rain shower! The teams across horticulture, operations and maintenance do a fantastic job in achieving optimal operating conditions, and the engineering

Photo: Eden Geothermal drilling rig, 2021

systems that sit behind Eden make for a fascinating study in their own right. How is energy management viewed by Eden’s stakeholders? Our mission is to inspire wonder, hope and positive action for the planet, so stakeholders quite rightly expect us to ‘walk the talk’ when it comes to energy and sustainability. Our visitors want to see solutions they can understand and our colleagues want to know what they can do in their own areas to make a difference. Eden is an organisation built around inspiration, but we still face constraints like everyone else, so being honest is important. We want to invite others to join us along the way, so celebrating both progress and challenges is important. The more we can share Eden’s energy story the better and we do this across a number of platforms, including digital channels, onsite interpretation, learning programmes and internal engagement, all with a view to making it visible and relatable. For energy managers I think this is one of the biggest opportunities – regardless of the context - make

Can you describe a project that reflects the Eden Project’s principles? It has to be Eden Geothermal – not only does the project exemplifies Eden’s pioneering spirit, but crucially, it also shows the huge potential and scalability of deep geothermal as a future renewable energy source. The International Energy Agency highlights its potential to meet a significant share of future electricity demand growth, which could be up to 15% of global electricity demand growth by 2050, with continued technology improvements and reductions in project costs. Of course there is also the socio-economic story, creating green jobs as well as showing how the same skills and equipment from the oil and gas world can successfully transition to a renewable energy technology. To improve transfer of geothermal heat even further, we have recently undertaken a significant upgrade to the Rainforest Biome heating infrastructure, replacing two air-handling units (AHUs) for the first time in 25 years. We have an amazing geothermal heating system so it’s important that the radiators at the end of the circuit are up to scratch too! We successfully managed the installation during peak summer season (the lowest risk from a heating perspective), keeping disruption to visitor experience to a minimum, whilst using the project as a live demonstration of the geothermal story. As well as achieving efficiency gains in heat transfer, the new AHUs are enjoying the benefits of EC fans and motors to save on electricity consumption too. They can also operate in

‘cooling’ mode - drawing in fresh outside air for improved ventilation as well as supporting humidity and temperature control. The AHUs are a key part of Eden’s infrastructure story, and this project highlights the challenges and opportunities in running such a unique site that is over 25 years old.

which saw us install AC chargers across 20 dedicated EV charging bays. It has been brilliant to see how busy the hub has become. Demand for charging has grown quickly, reflecting the wider shift to EV adoption, so we are already thinking about future plans for further charging points.

What is in the pipeline for next year and beyond? Eden Geothermal has been fully operational since 2023, and it’s been amazing to witness the pace at which the technology and innovation around this industry has progressed. The future opportunities for geothermal, both in the UK and further afield, are significant and so it’s incredibly exciting for Eden as a prominent demonstrator project to be involved in plans for what might come next as the case for geothermal energy continues to strengthen.

And finally, we’re at a very exciting stage of expansion with new Eden Project sites, with Eden Project Morecambe now entering construction phase. The future sites are truly distinct and reflective of their own unique communities and landscapes, but we do have 25 years of learning and experience from the Eden Project in Cornwall to share. The key is taking all the best bits of this learning forward into the design standards for the new sites in an appropriate way. Eden Project Morecambe was also one of the first projects to take part in the pilot phase of the UK Net Zero Carbon Building Standard, which has been a great tool for the design teams in thinking about the implications for net zero design and operational energy use from an early stage on the project.

ESOS phase 4 is now very live, with the requirements for compliance being more comprehensive and stringent than ever, and rightly so. Once again, we’ll be using the audit process as a great opportunity to involve staff and site teams in identifying practical energy-saving initiatives, whilst helping to drive and embed a continued culture of shared responsibility for energy and sustainability across the organisation. We’re always looking at further onsite solar PV opportunities across the site, following the Growing Point 140 kWp rooftop solar PV system we installed in 2024, which is able to generate up to 145,000 kWh of electricity each year and save approximately 32 tonnes CO₂e. I wrote about our EV charging hub for The EMA Magazine back in 2022,

And of course, the common thread to all we do at Eden is turning these moments into compelling stories that people can see and understand at a practical level, which is particularly exciting as we celebrate our 25th year. Author’s profile: Charles is responsible for delivering the Eden Project’s regenerative sustainability approach both at Eden Project Cornwall and in the design and construction of future Eden Projects. He is an Energy Savings Opportunity Scheme (ESOS) lead assessor, accredited with the Energy Managers Association (EMA).

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energy management visible in the way that suits your organisation.

ADVERTORIAL By

James Morrison, Commercial Director at SystemsLink

Same Role, Different Day: What AI Can Deliver for Energy Managers An energy manager logs in to find a stack of waiting invoices, emails from three different departments, and a sudden Teams call asking for "just a quick comparison" of this year's energy use against last year's. Nothing unusual here – every task is due today. This is a typical day for many energy managers: a constant stream of reasonable but competing demands, leaving less time for the complex tasks requiring their expertise. That's the direction AI-driven energy management is heading towards – a different day at work.

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Redrawing tomorrow for energy professionals has been a constant focus for the SystemsLink team, with dAIsy, our new flagship AI energy management software, at the heart of this effort. More widely, we keep exploring how AI can add real value

to the expertise powering energy professionals' work.

closer look, rather than leaving you to check every line yourself.

The fear, and the reality For many, the conversation about AI in energy management starts with the same question: "what does this mean for me"? SystemsLink addressed that head-on when we announced dAIsy on our roadshow circuit last year: "AI isn't taking your job".

Scale this up from a single invoice to a whole portfolio of bills, and what you're dealing with can become a different problem altogether. Thoroughly validating invoices for the first time can unearth hundreds of exceptions in a single month for an organisation – well beyond what one person could realistically work through, let alone judge individually. AI-assisted triage narrows that list down to what's worth pursuing, catching value that would have been impossible to find manually at that volume – credit the energy manager still takes.

Whatever someone thinks of AI, the daily frustration of being pulled in every direction at once is real. That's exactly the frustration good use of AI can address. Let’s discuss invoice validation, for example. A single electricity contract carries numerous separate charge items; plenty of room for error in need of a trained eye to interpret. AI helps to hone that field of vision, surfacing the anomalies worth a

The AI also works alongside our Energy Manager software, so the validation checks and tolerances that have worked well in the past can stay in place and help the Large Language Model (LLM) understand what you're looking to discover. How well someone works with AI determines the value gained. If anything, expertise matters more now, not less.

Not every supplier uses a portal either. Some send bills by email or host them on SharePoint instead, and the same approach covers these as well. From there, invoices land in a structured folder organised by client and month, with PDFs and data files kept apart, or better still, feed straight into an AI-powered energy management system. The practical result is a shorter path to the real work; no more retrieving, downloading, or reformatting standing in the way first. The same goes for us This logic of creating room for what matters shows up in the SystemsLink team too. We prioritise improving clients’ software experience continuously, and bringing AI into our own development process has been part of this effort. Since embedding AI into our development and Quality Assurance (QA) workflow this year, QA rework per ticket has fallen from 2.23 bounces to 0.69, and the share of code passing review first time has risen from around 39% to 63%. On-budget delivery has roughly doubled, while the share of projects running over budget has dropped just as sharply.

That improvement held up even as team capacity shrank. AI didn't create spare time but helped absorb the loss so output didn't suffer. In real terms, that was around 167 hours of QA rework absorbed, with output still holding at close to five tickets a week. That's the same pattern we want our clients to experience – AI taking on enough of the routine load so the people doing the real work aren't left under pressure. Insight at scale The same logic applies to forecasting. Smart Spaces, our tool for pinpointing energy wastage across large portfolios, works from interval data and emails a site contact directly. Traditionally, these alerts have relied on rules an energy manager sets themselves: a threshold for usage running 20% above a site's normal average, for instance. This is now shifting toward a system that examines a site's actual energy use, weighs that against comparable sites, and generates its own commentary: spotting an unusual spike at a particular time of day, for instance, and suggesting a likely cause. None of this removes the person from the process. It reflects a broader "human-in-the-loop"approach SystemsLink takes, where we agree upfront with the client what AI-driven energy management systems can act on independently and what still needs a person's signoff. Your expertise remains at the forefront. What a different day looks like Freeing up time only matters if that time is used. Call it disposable hours: time available for spotting an opportunity or pushing something forward. For an energy manager, this could mean creating a capital

project business case for new monitoring equipment, efficiency measures or a solar PV installation, addressing a maintenance problem worth catching early, or a benchmarking exercise nobody's had time to run. Speaking of which. An energy team might hear from a dozen different departments on a typical day: finance wanting costs broken down by code, an administrator asking whether a bill looks normal, and the sustainability team chasing a one-line carbon comparison for a report. Individually, each is simple enough to answer. Together, the work still eats into the day. This is where AI earns its keep in a low-key way: tailoring outputs to whoever's asking, since a sustainability lead often wants something quite different than a finance manager. There's a bigger opportunity here as well; making your energy data accessible across your organisation. When we asked a focus group we ran this year with local councils, universities, and public sector organisations what success would look like after adopting dAIsy, one answer stood out: "widespread adoption across teams, not just the core users". Tailored, easy-tounderstand outputs make that kind of adoption possible – less reliance on one role for requests means decisions flow more smoothly across the organisation. What changes isn't the energy manager’s role, but their working day – less time spent on the routine, more on the work that depends on expertise. That's the balance SystemsLink is honing dAIsy to strike. If you would like to get acquainted with dAIsy, why not book a free demo at our website?

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RPA, the unglamorous workhorse One example of using AI well is Robotic Process Automation (RPA). Despite the name, it's far less sci-fi than it sounds. Given login details for the relevant supplier portals, the bot is told precisely which accounts to collect from; perhaps eighty out of a hundred on a given portal, matching only the ones the business is billed for. Each day, the process repeats: checking those portals again, pulling down any new invoices or credit notes, and ignoring anything already collected.

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