The ISO Show Blackmores UK

This episode, we’re joined by Paul Robinson our Managing Consultant at Blackmores to talk about ISO 50001 – the Energy Management Standard.
Paul gives us some guidance and advice on how to audit and implement this standard effectively and how you can make improvements in your energy management.
We also talk about some common techniques to reduce energy consumption, how to increase a buildings energy efficiency, and how to monitor if equipment is being used in line with good practice.
You’ll learn
How to make improvements in your energy management. How to implement the energy management standard ISO 50001. The purpose and benefits of carrying out internal audits. Common techniques to reduce energy consumption. How to increase a buildings energy efficiency. Why everyone should switch to LED lights. Resources
isology Hub Blackmores  
In this episode, we talk about:
[02:25] The purpose and benefits of carrying out internal audits.
[03:31] Benefits data centres have had as a result of auditing.
[04:45] How an organization can set up a robust audit programme.
[07:23] The impact a building’s design has on its energy efficiency and how this can be improved.
[10:16] The importance of monitoring systems and the power of automation.
[11:59] How to know which maintenance companies to work with.
[13:13] How to know if equipment is being used with good practice.
[15:26] The benefits of raising opportunities of improvement to management.
[17:59] Common opportunities for businesses to improve their energy management.
[21:24] Evidence you expect to see when carrying out an ISO 50001 audit.
If you need assistance with implementing ISO 50001 or another standard – Contact us!
We’d love to hear your views and comments about the ISO Show, here’s how:
Share the ISO Show on Twitter or Linkedin Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes:
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We’re diving further into sustainability and best practices today as Mel is joined by Kit Oung who is a leading energy consultant with a wealth of experience spanning the last 25 years.
Kit is an energy and resource efficiency practitioner, consultant, trainer, and author on the subject of energy and resource efficiency; operational excellence, and triple bottom line.
Notable engagements include: designing regulations in the UK (energy and climate change regulations); Sharjah, UAE (mandatory Health and Safety awareness), and Singapore (waste regulation); drafting guidebooks on integrated management systems (ISO), energy efficiency (UNEP), ISO 50001 (ISO/UNIDO) and promoting of good governance in energy, environment, and health safety in India, Zambia, UAE, Qatar, Saudi Arabia, Oman, and Nigeria.
Kit is the author of Energy Management in Business: The Manager’s Guide to Maximising and Sustaining Energy Reduction (Gower, 2013), and coauthor of Best Practices and Case Studies for Industrial Energy Efficiency Improvement (UNEP, 2016). He also assisted in the technical review of ISO 50001: Energy management systems – A practical guide for SMEs (ISO, 2015).
Kit serves on IChemE’s Congress, IChemE’s Energy Community of Practice, IChemE’s annual sustainability awards judging panel, UNIDO’s global energy management leadership awards judging panel, and take part in developing National, Regional and International standards. He chaired ISO 14002-2 (current), ISO 50002 (current), PAS51215, EN16247-3, and participated in the development of ISO 14001 series, ISO 50001 series, and EN16247 series of standards.
Today, we’re looking at how to make energy sustainability strategies actionable, what the drivers for energy sustainability are, and how we can gain and maintain management commitment in sustainable energy practices. We’ll also have a sneak peak into Kit’s upcoming book: People, Planet, Profit: Environmentally and Socially Sustainable Business Strategies (Which you can pre-order! Link available under Resources)
You’ll learn
The importance of leaders, managers and engineers all playing their parts in sustainability strategies. What needs to be in place for sustainability strategies to be actionable. How the drivers for energy sustainability differ in different geographical locations. The extent of the destruction of our forests and seas and why we aren't doing anything about it. Different low cost fuel saving technologies. How to gain and maintain management commitment in sustainable energy practices. How to break down your energy consumption and make it visible The psychological benefits of celebration. Resources
Pre-order: People, Planet, Profit: Environmentally and Socially Sustainable Business Strategies Start with Why Get in contact with Kit Oung  
In this episode, we talk about:
[02:12] Kit’s experience in working with energy management and sustainable initiatives.
[05:48] Key aspects that need to be in place for a sustainability strategy to be actionable and have real influence on a company’s products and services.
[10:40] A case study of how British Airways has integrated sustainability into their business structure.
[15:15] The main drivers of sustainability practices in the Middle East.
[17:12] What inspired Kit to write his new book - People, Planet, Profit: Environmentally and Socially Sustainable Business Strategies
[21:20] Low cost technologies businesses can use to reduce their energy consumption.
[23:48] The three elements you need in an organisation to effectively control your energy consumption.
[25:40] How to gain and maintain management commitment.
[28:30] The importance of understanding every aspect of an organisation's processes and the hidden costs around waste materials.
[32:34] The importance of measuring consumption of resources and benchmarking.
[34:16] How to break down your energy consumption and make it visible.
[38:26] How external providers can help c

Today we’re joined by the Director of Morgan Green Advisory, Hayden Morgan.
Hayden is an independent consultant with a mission to enable a sustainable, lower-carbon future.
He has been pioneering sustainability within the finance sector for almost 25 years, and provides award-winning insights and solutions, focusing on transitioning to beneficial outcomes.
Today we talk about sustainable finance and the work Hayden is doing with leading experts from over 25 countries to develop the new global sustainability standard for financial organisations ISO 32210...
You’ll learn
What sustainable finance is and how it works. The best way to get involved with the ISO 32210 standard. The need for a standardised label for sustainable infrastructure. The benefits of implementing the new ISO 32210 standard. When ISO 32210 will be available for organisations to implement. The rise of climate risk strategies in financial markets. Resources
Morgan Green Advisory Blackmores  
In this episode, we talk about:
[02:24] How Hayden got involved in working in global sustainability.
[04:05] The work Hayden’s been doing on the new sustainable finance standard.
[04:56] How you can get involved with the new ISO 32210 standard.
[06:48] Hayden’s involvement advising the world bank around the development of a label for sustainable infrastructure.
[10:42] The pilot projects taking part in a sustainable infrastructure label.
[11:51] What sustainable finance is.
[12:39] The principles of the ISO 32210 standard and how it complements other requirements.
[15:30] The implementation guidance for ISO 32210’s principles.
[17:09] The best practice resources that will be available to help people implement the standard.
[18:17] The benefits of implementing the ISO 32210 standard.
[22:16] The plans for the standard and the expected launch date for the ISO 32210 standard.
[23:41] The sustainable integration work and climate risk strategies Hayden works on at Morgan Green Advisory.
If you need assistance with implementing ISO 32210 or another standard – Contact us!
We’d love to hear your views and comments about the ISO Show, here’s how:
Share the ISO Show on Twitter or Linkedin Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes:
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We’re joined again by Paul Robinson, Managing Consultant at Blackmores. Last week Paul summarised the importance of energy management and introduced us to ISO 50001. This week, he delves deeper into the individual clauses of the Standard to break down what’s required in a typical Energy Management System.
 
What you’ll learn:
The main clauses and requirements of ISO 50001 Examples of ISO 50001’s application in other Businesses based on Paul’s experience  
What are the main clauses of ISO 50001?
ISO 50001 has been aligned with the Annex SL format since 2018 so that it may be more easily integrated with other ISO Standards. The clauses are as follows:
Clauses 1, 2 and 3 – These are all explanatory clauses, starting with the scope, then Normative References and lastly Terms and Definitions.  
Clause 4 – Context of the Organisation: Here you would define the scope and boundaries of your energy management system and understanding the processes affected. This includes looking at your energy inputs and outputs. You’ll also address any energy issues that affect you and interested parties involved.  
 
Clause 5 – Leadership: This refers to Top Management commitment, which is necessary if you want your energy management system to be successful. They will need to provide resources required to implement an energy policy, and to define roles and responsibilities.  
Clause 6 – Planning: This is a central pillar behind every Energy Management System as it talks about strategic and tactical considerations. This includes high-level issues, the needs and expectations of interested parties and the risks and opportunities associated with them in an energy context.  
 
This clause also includes an Energy Review, which will help you build a picture of your energy sources and current consumption. From that you can start setting your Objectives and Targets and actions going forward using energy baselines and energy performance indicators established from the Energy Review.
 
Clause 7 – Support: This clause talks about provision of resources, competencies, awareness, communication and documented information required for energy management.  
Clause 8 – Operation: This is where operational controls are defined to help you manage your energy effectively. It also covers design and procurement, which means procuring of energy, consuming assets and having effective processes in place to ensure energy is a key consideration when making infrastructure changes.  
 
Clause 9 – Performance Evaluation: ISO 50001 is very data driven and clause 9 states the requirements for monitoring and measurement of your energy use, which will be used to demonstrate your improvement in energy efficiency. This clause also covers Internal Audits and Management Review to ensure the Management System is performing effectively.  
Clause 10 – Improvement: This clause talks about taking opportunities that drive continual improvement in the Management System, but also recognizing that sometimes things go wrong. It also addresses significant deviations and a structure to investigate and correct those deviations to keep the management system on track.  
What can go wrong?:
Based on his experience, Paul highlighted some issues he’s seen in existing Management Systems:
Not aligning an Energy Management system with Company Objectives Lack of financial resources Having the Management system built and run by only one person – This becomes a single point of failure Confusion in responding to energy deviations – lack of communication of a process to correct non-conformities Rushed creation – Energy Management Systems created in a short span of time may not be properly embedded into the business and can lead to the issues listed above.  
That’s it from Paul this week! For further information on ISO 50001, visit our Standards page Here. We also have an ISO 50001 Handbook available to members of the

Today we’re joined by Paul Robinson, Managing Consultant at Blackmores. Paul is here to introduce the Energy Management Standard, ISO 50001, why it’s important and give you an overview of its basic structure.
What you’ll learn:
Why energy management is so critical in the current climate crisis The main purpose of ISO 50001 A summary of the clauses within ISO 50001  
Why have an Energy Management Standard?
There’s a big focus on trying to maintain global warming to that 1.5 degrees increase. Right now, we’re failing on that. In order to get this back on track we need to consider our current energy consumption. During COP26 we heard a lot about phasing out coal power, unfortunately there are some countries who are resistant to that and as a result have had the requirements watered down. Regardless, energy use continues to rise as does the demand.
Energy Management is particularly relevant for organisations who want to measure their impact and put measures in place to reduce their environmental footprint.
 
Why is it so important to restrict Global Warming to 1.5 degrees?
It’s literally the difference between survival. We’re at a tipping point now, failing to stick to this 1.5 degrees will result in rising sea levels and rising temperatures. Paul shares his experience working in Cyprus where it’s not uncommon now for the temperature to reach 45 degrees. This isn’t sustainable and it will get to the point where it’s difficult for humans to survive if we keep going at this rate. 
 
What is the main purpose of ISO 50001?
ISO 50001 includes continually improving energy performance, energy efficiency, energy use and energy consumption. Building an energy management system will help you to understand, monitor and measure your use of energy, and like most other ISO’s, continual improvement is at the heart of ISO 50001. Key factors it addresses are energy performance, energy efficiency and energy consumption.
 
What are the main clauses of ISO 50001?
ISO 50001 went through it’s latest revision in 2018, aligning it with the Annex SL format that many other ISO’s use. The clauses are as follows:
Clauses 1, 2 and 3 – These are all explanatory clauses, starting with the scope, then Normative References and lastly Terms and Definitions.  
Clause 4 – Context of the Organisation: Here you would define the scope and boundaries of your energy management system and understanding the processes affected. This includes looking at your energy inputs and outputs. You’ll also address any energy issues that affect you and interested parties involved.  
 
Clause 5 – Leadership: This refers to Top Management commitment, which is necessary if you want your energy management system to be successful. They will need to provide resources required to implement an energy policy, and to define roles and responsibilities.  
Clause 6 – Planning: This is a central pillar behind every Energy Management System as it talks about strategic and tactical considerations. This includes high-level issues, the needs and expectations of interested parties and the risks and opportunities associated with them in an energy context.  
 
This clause also includes an Energy Review, which will help you build a picture of your energy sources and current consumption. From that you can start setting your Objectives and Targets and actions going forward using energy baselines and energy performance indicators established from the Energy Review.
 
Clause 7 – Support: This clause talks about provision of resources, competencies, awareness, communication and documented information required for energy management.  
Clause 8 – Operation: This is where operational controls are defined to help you manage your energy effectively. It also covers design and procurement, which means procuring of energy, consuming assets and having effective processes in place to ensure energy is a key consideration when makin

This week Mel and Darren delve into the different factors that can impact on workers Mental Health:
Aspects of how work is organised: Remote and isolated work
Working in locations that are far from home, family, friends and usual support networks Working alone in non-remote locations without social/human interaction Working in private homes Workload and work pace
Work overload or underload High levels of time pressure Continually subject to deadlines Machine pacing High level of repetitive work Working hours and schedule
Lack of variety of work Shift work Inflexible work schedules Unpredictable hours Long or unsociable hours Fragmented work or work that is not meaningful Continual requirements to complete work at short notice Job security and precarious work
Uncertainty regarding work availability, including work without set hours Possibility of redundancy or temporary loss of work with reduced pay Low-paid or insecure employment, including non-standard employment Working in situations that are not properly covered or protected by labour law or social protection  
Social Factors at work: Interpersonal relationships
Poor communication, including poor information sharing Poor relationships between managers or others that workers interact with Interpersonal conflict Harassment, bullying, victimization Lack of social support Unequal power relationships between dominant and non-dominant groups of workers Social or physical isolation Leadership
Lack of clear vision and objectives Management style unsuited to the nature of the work and its demand Failing to listen or only casually listening to complaints and suggestions Withholding information Providing inadequate communication and support Lack of accountability Lack of fairness Inconsistent and poor decision-making practices Abuse or misuse of power Organizational/workgroup culture
Poor communication Low levels of support for problem-solving and personal development Lack of definition of, or agreement on, organisational objectives Inconsistent and untimely application of policies and procedures, unfair decision-making Recognition and reward Imbalance between workers’ effort and formal and informal recognition and reward Lack of appropriate acknowledgement and appreciation of workers’ efforts in a fair and timely manner Career development
Career stagnation and uncertainty, under-promotion or over-promotion, lack of opportunity for skill development Support
Lack of support from supervisors and co-workers Lack of access to support services Lack of information/training to support work performance Supervision
Lack of constructive performance feedback and evaluation processes Lack of encouragement/acknowledgement Lack of communication Lack of shared organisational vision and clear objectives Lack of support and/or resources to facilitate improvements in performance Lack of fairness Misuse of digital surveillance Civility and respect
Lack of trust, honesty, respect, civility and fairness Lack of respect and consideration in interactions among workers, as well as with customers, clients and the public Work/life balance
Work tasks, roles, schedules or expectations that cause workers to continue working in their own time Conflicting demands of work and home Work that impacts the workers’ ability to recover Violence at work
Incidents involving an explicit or implicit challenge to health, safety or well-being at work; violence can be internal, external or client initiated, e.g.: Abuse Threats Assault (physical, verbal or sexual) Gender-based violence Harassment
Unwanted, offensive, intimidating behaviours (sexual or non-sexual in nature) which relate to one or more specific characteristic of the targeted individual, e.g.
Race Gender identity Religion or belief Sexual orientation Disability Age Bullying and victimization
Repeated (more than once) unreasonable behaviours which can present a risk to health, safety and well-being at work;