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3M created a pool of capital to fund overlooked cost-saving energy efficiency projects resulting in more than $580,000 in savings.
Allegheny College's leveraged student-faculty research on the financial benefits of energy-saving options for campus construction and renovations to drive organizational buy-in for energy efficiency projects.
Ascension dedicates an annual budget from their Facilities Infrastructure Pool for energy efficiency upgrades at its hospitals to overcome the “first-cost” hurdle or insufficient access to capital, resulting in energy and cost savings.
With limited capital funds for energy efficiency, Best Buy established a rolling portfolio-wide lighting retrofit program using maintenance funds, resulting in reduced energy, labor, and lighting replacement costs due to the increased efficiency and life of LEDs.
Cleveland Clinic Foundation ramped-up energy and water efficiency in operating rooms through employee engagement, targeted calls to action, and resource tracking resulting in heightened staff awareness and measurable savings.
Forest City created an Energy and Sustainability Group and developed energy action resources to gain approval from management resulting in an enterprise-wide coordination of energy management activities and strategic implementation of energy-efficiency projects
HEI developed an energy management tracking tool that analyzes key variables such as weather normalized utility consumption, and hotel occupancy alongside capital and operational energy efficiency initiatives to create more centralized information and evaluate opportunities for improvement.
HEI developed standardized operating procedures for establishing, maintaining, and evaluating key energy set-points at their hotel properties.
IHG developed a comprehensive online sustainability management system to manage hotel energy, water, and waste reduction efforts in a global, franchised business environment. Through Green Engage, IHG has avoided over $185 million in energy costs.
Kohl’s embedded members of the Finance Department into the Energy team to expedite communication of financial benefits and approval of energy efficiency projects.
Macy’s implemented a centralized real-time energy management system and weekly coordination calls with field staff to address energy issues.This has allowed the company to diagnose and fix energy-related issues more quickly and led to average savings of 2%–3%.
New York-Presbyterian Hospital launched a retro-commissioning program that blends energy management with improving the quality of patient care for a holistic approach that engages all hospital staff and has resulted in energy and cost savings year-over-year.
In order to benchmark energy data and identify efficiency opportunities, Prologis developed a multi-pronged approach to gain access to tenant utility data through the modification of lease language and coordination with utilities.
Shorenstein established a fellowship position that provides analytic and strategic support to accelerate energy efficiency investment and communicate the value of sustainable investments.
Sprint’s multifaceted energy efficiency strategy includes applying a unique energy savings approach to each asset class and tying compensation to energy reduction, which has resulted in more than $60 million in avoided energy costs.
Staples fulfillment center staff conducted Eco-Treasure Hunts, tracking down energy and water savings opportunities at target facilities.
Nuveen added sustainability metrics to its property governance scorecard to motivate third-party property managers to prioritize energy and water use benchmarking, thus improving visibility into the resource costs at those properties.
Transwestern adopted sustainability best practices and minimum standards for energy efficiency for all its office and industrial buildings resulting in an 8% performance increase in energy and water operations.
The Tower Companies updated its standard lease agreements to include a green appendix that 100% of new and renewed tenants accepted, supporting efforts to reduce energy and water use across its commercial portfolio.
UPMC created an Energy Management and Engineering Department with an annual energy budget to prioritize efficiency improvements to reduce energy use, costs, and emissions.
USAA Real Estate developed a calculator to convert the results of energy efficiency upgrades into metrics that are meaningful for financial decision makers, resulting in more projects funded and increased portfolio-wide energy savings.
Whole Foods worked with a regional utility provider to customize energy efficiency incentives for the grocery sector and signed an agreement to receive incentive funds based on actual energy reductions.
Seeking to formalize energy efficiency and sustainability practices across timeshare properties, Wyndham developed a Green Certification Program, which includes mandatory low and no-cost efficiency measures for all properties with opportunities to achieve advanced certification levels for more capital intensive improvements.
At Allegheny College, yearly student turnover and lack of campus awareness about efficiency prevented sustained energy savings. Through an Annual Energy Challenge, the college reduced campus-wide electricity usage by 10% and raised funds for solar panels.
UC Irvine's integrated “Smart Lab” program improves lab energy efficiency through an array of control and sensor technologies; labs using this program can achieve energy savings of up to 60%.
Delaware State utilized previously restricted state appropriations to create a revenue-neutral debt structure, allowing for large-scale bond financing of efficiency projects and with current investments expected to yield $24.6M in savings over 20 years.
Michigan State created an Integrated Energy Planning Model to demystify energy use and associated impacts on utility costs, tuition, and other key metrics to inform campus sustainability decisions.
Poudre School District executed a strategic outreach campaign to illustrate the value of infrastructure and efficiency upgrade projects, resulting in internal and external organizational changes in support of the upgrades.
The University of Utah implemented an internal Green Revolving Fund to allocate savings from current energy efficiency projects to invest in future projects, saving the university $1.6 million on energy costs since its inception.
UVA implemented an internal, cross-functional retro-commissioning (RCx) team with a cost-recovery element like a revolving loan fund; metered savings from one project are used to pay for other projects.
3M's Plant Energy Awards recognizes employees for contributions to energy goals, increasing employee engagment and communication.
Alcoa has established energy efficiency as one of the metrics influencing variable compensation of the company’s business leaders.
Cummins developed an Energy Champion program to train facility staff to identify opportunities to save energy and reduce greenhouse gas emissions, resulting in 5-10% energy use reduction at participating sites.
Ford Motor Company launched a national Go Green Sustainability Program that has helped identify 27% savings opportunities in participating Ford dealerships and resulted in $33,000 annual savings.
GE incorporated energy efficiency into its management training program to accelerate the development of entry-level talent into energy leadership roles. Since its launch, staff have identified 572 energy projects totaling $6.4 million in savings
GM’s creation of an Energy Performance Contracting (EPC) model helped double the amount of money directed towards energy conservation from $40 million to $80 million.
HARBEC captures economic and environmental benefits by adopting a new finance method that evaluates potential projects over the entire course of their expected lives.
Legrand overcame a lack of energy use data by installing submeters and energy dashboards to track and communicate facility-wide energy use, driving organization change the pursuit of energy efficiency opportunities.
Saint-Gobain appoints an employee energy champion at every plant to provide energy efficiency leadership, coordination, oversight, and recognition.
Schneider Electric employs a predictive modeling technique that adjusts baseline energy use to control for factors that impact energy consumption such as production and weather changes.
To help meet ambitious water-saving goals, UTC developed comprehensive internal guidance that details the company's global water scarcity assessment, best practices in managing water efficiency at individual sites, and water saving case studies.
Arlington County established a climate action program, now called the Arlington Initiative to Rethink Energy, to raise the profile of energy awareness across county activities. The county is saving approximately $1 million per year in avoided costs through electricity, natural gas, and water upgrades.
The City of Atlanta leveraged a public–private partnership to create the Atlanta Better Buildings Challenge, which provides access to project financing, free building assessments, education and training, and public recognition. By 2020, the project aims to reduce energy and water consumption in 40 million square feet of buildings by at least 20%.
With the help of Energy Trust of Oregon, the City of Beaverton participated in a three-year real time energy monitoring program that provided consistent and transparent building performance data. This allowed the city to identify low- and no-cost recommendations that have led to energy savings of up to 23%.
Cleveland, OH's municipal action plan enabled the city to accelerate its sustainability efforts in a more coordinated and impactful manner, and is expected to result in a 20% annual utility savings by 2030.
Washington, D.C. took a multi-pronged approach to achieve the city's energy reduction goals with its community-wide planning initiative, legislation, and public-private partnerships.
El Paso, TX launched a Library Energy Challenge to engage city employees and residents in energy efficiency and conservation; it was such a success that the city applied the model to other departments.
The Fort Worth Better Buildings Challenge was launched in 2012, a public-private partnership to facilitate energy and water improvements in commercial buildings as well as city facilities.
Gillette, WY’s inventory and tracking tool helps the city better manage the maintenance and repair of HVAC equipment, proactively prepare for associated capital needs, and reduce the perception of risk to invest in more efficient equipment.
The City of Hillsboro (OR), which plans to reduce municipal facility energy use by 60% by 2030, overcame inconsistent access to capital for efficiency projects by setting up a Sustainability Revolving Fund that has achieved an estimated $24,000 in annual cost savings.