Gaining Top Management Support for Energy Conservation Programs

Abstract

Sometimes seemingly attractive energy conservation opportunities encounter road blocks by top management. Generally, this happens because the engineer is not working the whole problem as management sees it. Management may be placing greater weight than the engineer on economic uncertainties, capital availability, and concern about reduced manufacturing flexibility. In addition, the energy is usually not a profit center and, therefore, not first priority. Some general strategies for the engineer who must deal with these concerns as effectively as he does the technical and economic aspects are discussed. Several practical examples will be used to illustrate specific applications of the general strategies, and to point out the need for a solid grasp of the technical and economic fundamentals before approaching management. The need for, and role of, a champion for each program is emphasized.