1. Energetická náročnost budov

2. Vladimír Dobeš, Pavel Ruzicka ENVIROS Ltd.
PRESOURCE – Work Package 3 EDIT VALUE TOOL INTERNAL TRAINING Graz 4/11/13
Vladimír Dobeš, Pavel Ruzicka
ENVIROS Ltd.

3. Partners involvement Responsible partner WP3: ENVIROS Designing EDIT:
ENVIROS, ENEA, STENUM, UBA
Training and pilot implementation:
ENEA, ENVIROS, ProAkademia, STENUM

4. Goals to become acquainted with the draft EDIT tool methodology
get an internal feedback on the methodology and related materials
test first "condensed" version of the EDIT tool training

5. Planned outputs
Overall feedback for improvement of the EDIT training (both content and methods)
Remarks and suggestions to EDIT methodology and training materials
Suggestions for future training and roles of the core team members
Plan for next steps

6. 1. Introduction into EDIT Value tool
Eco-Innovation
Diagnosis and
Implementation
Tool
for Increase of Enterprise Value

7. RE is influenced by all levels of the management pyramid
RESOURCE EFFICIENCY (RE) is related to material and energy flows at the physical level of a business (processes and products)
RE is influenced by all levels of the management pyramid
PRODUCTS
PROCESSES
MANAGEMENT SYSTEM
STRATEGY
VISION AND GOALS
STAKEHOLDERS
Management Pyramid

8. Management Pyramid and examples of RE instruments
Ecodesign, Design for Sustainability
Environmental labelling, Product Service System
PRODUCTS
BAT – Best Available Techniques
EMA – Environmental Management Accounting
M&T – Monitoring and Targeting
CPA – Cleaner Production Assessment
PROCESSES
MANAGEMENT SYSTEM
IMS, EMS, TQM
STRATEGY
Social Responsibility
Voluntary Agreements
External communication
VISION AND GOALS
STAKEHOLDERS
Management Pyramid and examples of RE instruments

9. Problems of existing approaches and diagnosis tools
PRODUCTS
PROCESSES
MANAGEMENT SYSTEM
STRATEGY
VISION AND GOALS
STAKEHOLDERS
Tool driven (either specific tool or an „ideal enterprise“)
Selective (only some levels of a business are adressed)
Qualitative

10. Challenge To develop Eco-Innovation Diagnosis and
Implementation Tool which will be:
Driven by the potential for improvement
Complex (addressing all levels of a business)
Quantitative
So that it will lead to an optimal increase of Enterprise Value
within existing framework conditions and
with limited resources available

11. 2. Overview of EDIT methodology
Three basic steps: 1) Potentials - identification of areas with potential for improvement 2) Applications - Allocation of possisble applications (instruments) for intervention / improvement 3) Action Plan - Feasibility of applications (instruments) and innovations identified (cost benefit analysis, possible sources of funding)

12. Vertical link within the management pyramid
PRODUCTS
PROCESSES
MANAGEMENT SYSTEM
STRATEGY
VISION AND GOALS
STAKEHOLDERS

13. Step No. 1: Identifying potentials
1.4 RE / SCP aspects assessment
1.3 life cycle analysis
RE / SCP Aspects Assessment is performed independently from the existing applications (tools and instruments)
PRODUCTS
PROCESSES
1.2 energy and material flows analysis
MANAGEMENT SYSTEM
STRATEGY
VISION AND AIMS
1.1 stakeholder analysis
STAKEHOLDERS
Step No. 1: Identifying potentials

14. Step No. 1: Determination of Areas for Improvement
RE / SCP Aspects Assessment
Areas for Improvements
PRODUCTS
PROCESSES
MANAGEMENT SYSTEM
STRATEGY
VISION AND AIMS
STAKEHOLDERS
Step No. 1: Determination of Areas for Improvement

15. Step No. 2: Allocation of Applications
RE / SCP Aspects Assessment
Areas for Improvements
Application X
PRODUCTS
Application A
PROCESSES
Application B
MANAGEMENT SYSTEM
STRATEGY
Application X
Application X
VISION AND AIMS
Application X
Application C
STAKEHOLDERS
Step No. 2: Allocation of Applications

16. Step No. 3: Action Plan Project idea Estimation of potential savings
Estimation of implementation costs and requirements
Cost benefit analysis
Development of a final project proposal
PRODUCTS
Application A
PROCESSES
Application B
MANAGEMENT SYSTEM
STRATEGY
VISION AND AIMS
STAKEHOLDERS
Step No. 3: Action Plan

17. 3. Going through the methodology on a case study

18. STAKEHOLDERS INTERESTS
Step 1 – Potentials
1.4 All possible RE / SCP aspects
STRATEGY
VISION AND OBJECTIVES
MANAGEMENT SYSTEM
PRODUCTION
PRODUCTS
STAKEHOLDERS INTERESTS
1.3 Life cycle analysis
1.2 Energy and material flows analysis
1.1 Stakeholder analysis

19. Analysing strategic opportunities and risks
PRODUCTS
1.1 Stakeholder Analysis
PROCESSES
MANAGEMENT SYSTEM
STRATEGY
VISION AND GOALS
STAKEHOLDERS
Analysing strategic opportunities and risks

20. Management of material and energy flows within production process
1.2 Input – output analysis
PRODUCTS
PROCESSES
MANAGEMENT SYSTEM
STRATEGY
VISION AND GOALS
STAKEHOLDERS
Management of material and energy flows within production process

21. Indication of potentials within the fife cycle
1.3 Life Cycle Analysis
PRODUCTS
PROCESSES
MANAGEMENT SYSTEM
STRATEGY
VISION AND GOALS
STAKEHOLDERS
Indication of potentials within the fife cycle

22. Step 1.3 – Life Cycle Analysis
Inputs/outputs
Pre-manufacturing
Production
Distribution
Use
End of life
Energy
 x  x   x
xx 
Materials
x land
Toxic materials
Water
Social impact ?

23. Analysis of management systems is part of 1.4
PRODUCTS
PROCESSES
Analysis of management systems is part of 1.4
MANAGEMENT SYSTEM
STRATEGY
VISION AND GOALS
STAKEHOLDERS

24. Identification of potentials
Process
Product
Input – output
Planning next steps – priority flows
Planning next steps – priority flows / stages
Estimating potential for priority flows
Analysing product composition
Walk through
Benchmarking
Indicative analysis of historical data (MT Calculator)
Sum up

25. STAKEHOLDERS INTERESTS
STRATEGY
VISION AND OBJECTIVES
MANAGEMENT SYSTEM
PRODUCTION
PRODUCTS
STAKEHOLDERS INTERESTS
Evaluation of all aspects
1.4 – determination of potentials

26. Evaluation of all potential aspects within 1.4
Number of aspect Title of aspect NA
Absence
Preparation
Integration
Proaction
WEIGHT
First level of addressing aspect – there is no any action
Enterprise is preparing an action to address given aspect
Enterprise address given aspect on a standard basis
Enterprise address given aspect in proactive way A B C 1 2 3 4
Source
Source of information for evaluating the aspect
Remark
Any more detailed specification needed
APPLICATIONS
List of intervention tools suitable for given aspect
High importance (A,B) + high potential (1-3 - low level of addressing aspect) = aspects with possible potential for further investigation

27. STAKEHOLDERS INTERESTS
Output of step 1: Determination of areas with possible potential for improvement
STRATEGY
VISION AND OBJECTIVES
MANAGEMENT SYSTEM
PRODUCTION
PRODUCTS
STAKEHOLDERS INTERESTS
Aspects with improvement potential

28. Step 2 – The most representative applications
STRATEGY
Social Responsibility, external reporting, Enterprise Strategy (Business Model, Business Plan)
SYSTEMS
Environment Management System, Energy Management System, Integrated Management System
PRODUCTION
Cleaner Production Assessment, Energy Audit, Environmental Management Accounting, Monitoring and Targeting (as part of Monitoring and Verification), Technology Transfer
PRODUCTS
Ecodesign, Environmental labeling including Environmental Product Declaration, LCA + Footprinting, Product Service System

29. Step 3 –Action Plan Feasibility and plan:
Basic information and purpose
Benefits including quantifiable effects and their monitoring
Implementation and costs
Links to other applications
Barriers and their overcoming
Sources of funding
Tasks and time schedule