1. In partnership with:And support from: MILTON HYDRO Business Experiences Undertaking Electricity Conservation and Demand Management Activities: An Investigation of Medium- and Large-Scale Electricity Customers in Milton, Ontario

2. Research Overview Definition: Conservation and Demand Management (CDM): lowering and/or shifting electricity usage Energy Drill Program: Aggregation of local customers to participate in a province wide demand response program Research Questions: What CDM activities were undertaken and what impacts did they have? Why do organizations undertake electricity CDM activities? Methodology: –Single case study of General Service > 50 kW electricity customers in Milton Hydro distribution area (Milton, ON) Same group targeted by Milton Hydro’s Energy Drill Program including Industrial, Commercial and Institutional Customers –Participant Observations, Interviews, Public Information, Electricity Consumption Data Analysis

3. Participants and Activities Participants 17 Participant Organizations –7 Commercial, 4 Institutional, 6 Industrial –50-1000 kW: 14, > 1000 kW: 3 CDM Activities Conservation (operation) –E.g. Energy Audits, Awareness, Equipment off at night Efficiency (design/equipment) –E.g. Upgrade Lights, A/C etc. Demand Response (time of day lowering and/or shifting) - E.g. Temporarily reduce lighting, A/C and/or other equipment - E.g. Shift usage to off-peak times

4. Motivations Competitive Finances“short answer - it’s all about money”, “can’t justify $1/4 mil. for the environment” Business Image Customer Satisfaction Employee Satisfactionemployees are “treehuggers” Legitimation Consistent with Policies/Objectives Community Initiative Altruism Consistent with Personal Values“don’t like to waste” Community Support Electricity System Reliability Corporate Social Responsibility“being a good corporate citizen” Environment“do what we can”

5. Enablers and Barriers Enablers Energy Drill Program - Public Marketing, Payment Incentive Energy Management Capacity Technological Room To Improve / Equipment Failures Available, Functional Equivalent and Quality Technology Barriers Payback Period Tenants/No Separate Billing Safety Multiple Facilities Original Facility Design - Light Switches “Just In Time” Operations

6. Impact Example

7. CDM Gradient Financial and Environmental, w/ Champion High CDM Low CDM Financial / Competitive Environment Small Financial Environmental “do what we can” CDM Impact vs. Motivations, Enablers and Barriers

8. Conclusion Almost always an energy conservation opportunity which leads to some financial benefit of varying scales Significant CDM activities are undertaken based on Financial + Energy Management Internal Champion Other Competitive Benefits - Image, Customers, Employees Available, functional and quality technologies Lack of over-riding barriers

9. Contact Stephen Mooney, BASc MES Candidate Environment and Resource Studies, Faculty of Environmental Studies University of Waterloo 416-786-6366 smooney@uwaterloo.ca Supervisor: Ian H. Rowlands, BASc, PhD Associate Professor, Environment and Resource Studies Associate Dean, Research, Faculty of Environmental Studies University of Waterloo 519-888-4567, ext. 32574 irowland@fes.uwaterloo.ca

10. Participants 17 Participant Organizations Commercial:7 Institutional:4 Industrial:6 50-1000 kW: 14 > 1000 kW:3 Bill Categories: Spot (Hourly):9 RPP:8 (Regulated Price Plan)

11. CDM Activities