A signifi cant portion of the savings generated by these projects should then be budgeted to fi nance the investment in more costly projects. No matter what method of fi nancial analysis is used, it is critical to carefully account for not only the savings that come directly from a project, but also any measurable returns that are caused by the project or made possible because of it. We should also consider all impacts including the potential negative impacts when making a strategic choice of projects. The steps needed to achieve improvement should be carefully planned and, at a minimum, should include the following (Capehart et al., 2006; CIRAS, 2005):
Clear statement of de
• sired outcomes and success measures
List of resources that are and are not available
•
Sequential list of steps involved
•
List of key milestones or intermediate indicators of success
•
Expected completion date
•
Clear explanation of reporting requirements (frequency and scope)
•
Rewards if successful (i
• f applicable)
The success of implementation against the established should be evaluated. The eval-uation will indicate problems and adjustments should be made to the action plan.
3.6.5 COMMUNICATION
Company leaders expect and need data that will help them make better decisions.
Employees need to see that their efforts are appreciated and that they make a differ-ence. The centerpiece of communication is reporting energy performance. Everyone in the organization should be continuously aware of the current facts and fi gures on energy performance. It is thus important to provide the appropriate information in the most understandable format to each level throughout the company. Information on energy performance should also be shared with those responsible for planning training. This will help them identify the training that is needed during the ongoing process (CIRAS, 2005).
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Part II
Energy Conservation
Technologies Applied to Food Processing Facilities
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