GB/T 44054-2024Implementation guidance for energy management system in logistics industry (English PDF)

3 Terms and definitions

3.1 organization: a person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives; a note lists sole traders, companies, corporations, firms, enterprises and public institutions, government bodies, partnerships, charities, associations and parts or combinations of them, whether incorporated or not, public or private. The source is given as GB/T 23331-2020, 3.1.1.

3.2 The Chinese heading for a logistics enterprise is glossed with the English term logistics service provider and defined as an economic organization that designs and operates logistics business within the basic logistics functions, has an information management system matched to that business, keeps independent accounts and bears civil liability independently. The source is given as GB/T 18354-2021, 3.18.

3.3 interested party, also called stakeholder: a person or organization that can affect, be affected by, or perceive itself to be affected by a decision or activity; an example lists customers, communities, suppliers, regulators, non-governmental organizations, investors and employees. The source is GB/T 23331-2020, 3.1.5.

3.4 to 3.5 energy performance: measurable results related to energy efficiency, energy use and energy consumption, which can be measured against the objectives, energy targets and other energy performance requirements of the organization and which form part of the performance of the energy management system. Energy performance indicator (EnPI): a measure or unit of energy performance determined by the organization, which may be expressed as a simple metric, a ratio or a model according to the nature of the activity measured; both cite GB/T 23331-2020, and the second refers to GB/T 36713 for further information.

3.6 to 3.7 relevant variable: a quantifiable factor that has a significant effect on energy performance and changes routinely, the criterion for significance being determined by the organization; the examples given are weather conditions, operating conditions such as indoor temperature and lighting level, working hours and production volume. Normalization: modifying data to account for changes so that energy performance can be compared under equivalent conditions. Both cite GB/T 23331-2020.

5 Context of the organization

5.1 The logistics enterprise should determine the external and internal issues that are relevant to its purpose and that affect its ability to achieve the intended outcomes of the energy management system and to improve energy performance, the determination being used to link the system to the strategic direction and objectives of the organization; the enterprise may identify and evaluate these issues with tools such as the political, economic, social, technological, environmental and legal analysis or the strengths, weaknesses, opportunities and threats analysis. The external issues listed include politics and economics, society and technology, the environment and legal and other requirements, factors relating to external interested parties, the cost or availability of energy types, the effects of weather and climate change, limits on the supply, security and reliability of energy, geographical location, competition, the effect on greenhouse gas emissions and limits on energy consumption. The internal issues listed include the strategic direction and management of the organization, its mission, vision and core business objectives, its performance indicators and financial position, the knowledge of its staff and its culture, its asset management plan, its human and financial resources, the maturity and culture of its energy management, for which GB/T 39775 may be consulted, the maturity of its current technology, sustainability considerations, contingency plans for interruptions of energy supply, process, system and operational factors, the age and condition of equipment and systems, and operational risk and liability considerations. Internal and external issues change over time, so the enterprise may review its context through activities such as the management review at planned intervals; the process of evaluating the context and its output are necessary to the effectiveness of the system and may be kept as documented information, in which the timing and frequency of the review should also be laid down.

5.2 To understand the needs and expectations of interested parties the enterprise should determine the parties relevant to energy performance and to the system, which may be internal departments and employees or external customers, suppliers, investors, partners, regulators, non-governmental organizations and communities; should determine the requirements those parties express; and should determine which of their needs and expectations it has to address through the system. It should obtain and take account of the applicable legal and other requirements relating to its energy efficiency, energy use and energy consumption in accordance with GB/T 29456 and determine how to apply them. Since those needs and expectations may change over time, the enterprise should draw up a review plan, review the related content and the legal and other requirements at set intervals, record the review and update it on a fixed cycle. The needs and expectations fall into two kinds: information stemming from legal and other requirements, which may be obtained from sources such as the internal legal department, government or other official bodies and consultancies and professional bodies; and requirements the enterprise adopts of its own accord from interested parties, for instance where an external party asks for improved energy performance and the enterprise adopts the suggestion because the improvement brings a competitive advantage. A note refers to GB/T 35770 for compliance management.

5.3 In determining the scope of the system the enterprise first determines its boundaries, which are physical or organizational limits and should be a complete organization such as an enterprise, a business unit or a subsidiary, one or more sites under its control such as a warehouse, a wharf, a goods yard, a distribution processing centre, a data processing centre or an office, or one or more processes such as the fulfilment of a transport order or a packaging process. The scope is the set of activities managed through the system, such as the energy review, energy procurement, resource support, performance evaluation and improvement, and may include several boundaries; it includes all the energy types within those boundaries and excludes none. The energy types used by a logistics enterprise include primary energy taken from nature without processing, conversion or transformation, such as raw coal, natural gas, solar energy and wind energy, and secondary energy obtained from primary energy by processing or conversion, such as petrol, diesel, electricity, kerosene, coal gas, fuel oil, liquefied petroleum gas, heat, hydrogen and methanol, lubricating oil excepted. Table 1 gives examples of the energy consuming systems, facilities and equipment and energy types of a logistics enterprise: for the main logistics activities, transport with cars, trains, aircraft and ships using electricity, petrol, diesel, kerosene, liquefied natural gas, hydrogen and methanol; storage with automated racking, lighting, refrigeration, ventilation, constant temperature and humidity equipment, sorting equipment, monitoring equipment, palletisers and warehouses using petrol, diesel, electricity and solar energy; loading and unloading with forklifts, cranes, hoists and conveyors; handling with handling vehicles, conveyors, shuttles, automated guided vehicles, lifts and tractors; packaging with filling, canning, sealing, wrapping, labelling and strapping equipment; distribution processing with mixing, crushing, grinding, cleaning, drying and sterilising equipment; distribution with delivery vehicles, handheld terminals, temperature control devices and navigation equipment, adding compressed natural gas and hydrogen to the energy types; and information handling with wired and wireless communication equipment, barcode readers and communication installations using electricity and solar energy. The auxiliary logistics system covers transmission and distribution equipment, lighting, the maintenance shop and the instrument room, and the ancillary logistics system covers offices, boilers, canteens and dormitories, adding raw coal, natural gas, coal gas, fuel oil and heat to the energy types. Table 2 lists points to consider for the scope and for the boundaries, among them which logistics activities are included, whether the energy used by the main, auxiliary and ancillary systems is included, whether all energy procurement activities are considered, how outsourced processes are treated, whether all the energy types purchased are included and whether the enterprise has control over the scope chosen, and, on the boundary side, which parts of a site, which logistics facilities, which buildings, systems and processes and which other sites are included, which parts are left out and whether the energy data inside the boundary can be measured and obtained. The enterprise identifies the leased and outsourced processes it needs to according to its management responsibilities and makes sure it has the authority to control the energy efficiency, energy use and energy consumption within its scope and boundaries; all logistics activities affecting those three inside the scope and boundaries should be brought into the system, outsourced processes included, and where the enterprise supplies energy services to others with energy using or energy converting equipment, that equipment has to be inside the scope and boundaries. The scope and boundaries may change and should be reviewed and updated as needed, and the necessary management documents should be established and kept as documented information.

6 Leadership

6.1 Top management should establish, implement, maintain and continually improve the energy management system in accordance with GB/T 29456 and bears overall responsibility for its effective operation. It should demonstrate leadership and commitment by making sure that the scope and boundaries are established; that the energy policy, the objectives and the energy targets are established, for instance a medium and long-term plan for raising energy efficiency and for energy transition, a system of responsibility for energy saving targets and the promotion of renewable and clean energy, in line with the strategic direction of the enterprise; that the requirements of the system are integrated into the transport, storage, loading and unloading, handling, packaging, distribution processing, distribution and information handling processes; that the action plans can be approved and carried out; that the resources needed are provided; that the importance of effective energy management and of conforming to the requirements of the system is communicated to interested parties, the importance of energy management being stressed through staff activities such as empowerment, encouragement, recognition, training, reward and participation; that the system achieves its intended outcomes; that the improvement of energy performance and of the system is promoted; that an energy management team is formed with its responsibilities, authorities and relationships made clear, the members being authorised by top management and representing the enterprise in dealings with external bodies, for instance by issuing sustainability or social responsibility reports and making public what the enterprise has done to improve its energy performance; that energy saving is built into the existing corporate culture by raising the awareness of staff so that it becomes a habit; that other managers demonstrate leadership within their own areas of responsibility; that the energy performance indicators reflect energy performance properly; and that processes are established and implemented for the management review and for identifying and responding to changes affecting the system and energy performance. In choosing the members of the energy management team, top management should consider people committed to improving energy performance and able to drive the system across the enterprise, people responsible for operational control or for other elements of the system, representatives of the various skills and functions, people already involved in improvement mechanisms such as warehouse management practice or driver operating rules, operating staff from transport, storage, distribution and distribution processing and in particular those connected with the significant energy uses, people who will integrate the system further into the organization, representatives of contractors or outsourced processes, tenant representatives or managers of logistics facilities, environmental managers, business development managers, procurement or supply chain staff, financial decision makers or those reporting directly to them, representatives of the different shifts, maintenance staff for logistics facilities and equipment, staff responsible for training or career development, representatives of other management systems, and people not necessarily engaged in energy related work but who may matter, such as those with direct access to important data like the water, electricity, fuel and gas bills, or those who can change working practices or raise awareness.

6.2 The energy policy sets out the enterprise programme of action on the system and on energy performance, the responsibilities it undertakes and the commitments it makes to interested parties, and should follow the explicit requirements of GB/T 29456. Top management is responsible for establishing it; the energy management team or others may propose it, but it has to be formally adopted by top management. It may be drawn up before or after the first energy review, and in either case it should be reviewed to make sure it suits the nature and scale of the energy use and energy consumption of the enterprise. The policy is not usually changed often, and the decision to change it is normally taken during the management review. The commitment of top management should integrate the policy fully into the basic culture and business strategy; the policy is part of the general policy of the enterprise and may be included in it, drawn up separately or made as a short statement. It should take full account of energy saving, carbon reduction and environmental protection, keep to the guiding principles of efficient management, cost reduction and efficiency gain, green energy transition and sustainable development, make full use of information, digital, network and intelligent technologies, and consider lowering energy consumption and pollution by promoting green transport vehicles, adopting energy saving and environment friendly technologies and models, building energy management systems, introducing smart logistics and strengthening staff training.

6.3 Top management should make sure that the responsibilities and authorities for the relevant roles are assigned and communicated and should assign responsibilities and authorities to the energy management team so as to make sure the system is established, implemented, maintained and continually improved; that the system conforms to GB/T 23331 and GB/T 29456; that the action plans are carried out so that energy performance improves continually and gives the enterprise a competitive advantage; that the team reports to top management at set intervals on the performance of the system and the improvement of energy performance; that the criteria and methods needed for the effective operation and control of the system are established; and that the necessary resources are provided, including human resources and special skills, organizational infrastructure, technology and financial resources. The team is responsible for establishing and implementing the system, action plans included. An enterprise with several sites may form a multidisciplinary team at each large warehouse, distribution processing centre, distribution centre, packaging centre or information processing centre; where resources are limited some team roles may be outsourced, and a temporary management team may be set up to concentrate on implementation and development. The roles, responsibilities and authorities of the team may be demonstrated by organization charts, standard operating procedures, work instructions, action lists with responsibilities, flow charts, job descriptions, labour contracts, responsibility matrices and management resolutions. The example given with figure 1 describes an organization chart in four layers: decision making, in which the board guides the general manager in energy management decisions, sets energy targets and management mechanisms and supervises the work, the general manager identifying risks and opportunities, establishing the strategic framework and carrying out day-to-day supervision and reporting; day-to-day management, by a special energy management working group led by the market and public affairs team with the finance and human resources departments taking part, which works under the supervision of the general manager and coordinates with the energy managers of the departments and business units; implementation, in which those energy managers support and manage the carrying out of the specific work according to the targets and mechanisms and report to the working group at regular intervals; and external resources, in which an expert think tank and ecosystem partners feed their opinions and suggestions back to the working group, which reports to the general manager for decision.

7 Planning

7.1 When planning the system the enterprise should consider the internal and external issues and the requirements of interested parties and review the activities and processes that affect energy performance; the planning should be consistent with the energy policy and take measures able to achieve continual improvement. The enterprise should determine the risks and opportunities to be addressed so as to give assurance that the system can achieve its intended outcomes including improved energy performance, to prevent or reduce undesired effects, to achieve continual improvement and to identify the opportunities for meeting its energy management objectives. Most enterprises face a number of risks and opportunities and may prioritise them by their potential effect on the successful achievement of the system and of continual improvement. The risk analysis may cover the availability and competence of staff, the type, quality and price of energy, interruptions of energy supply, the cost of carbon emissions and the availability and capability of equipment; the opportunity analysis may cover improvements in energy technology, new or alternative energy types, the renewal of logistics equipment or improvements in information technology, the review of available support projects and the review of available subsidies or rebates. The enterprise may decide to establish a wider risk management approach, for instance by applying other guidance or standards such as GB/T 24353. It should plan the actions to address these risks and opportunities, integrate and implement them in the system and in the improvement of energy performance and evaluate their effectiveness; the process should include a risk assessment, which helps decision makers to understand the risks, their causes, consequences and likelihood, and which can inform decisions on whether to carry out certain logistics activities, how to make full use of opportunities, whether the risk needs to be addressed, the choice of risk treatment strategy and the balance of risk and return, the priority of the strategies and the choice of the most suitable one so that adverse effects are kept to an acceptable level. It should also identify the risks and draw up contingency plans, whose implementation and control may include organized learning, so that staff learn the key elements of the plan and grasp the roles and duties of their own department and post; the grading and rehearsal of plans according to the effect of emergencies such as interruption of supply, insufficient capacity of conventional energy and unstable output of new energy, with rehearsals at set intervals; the assessment of the rehearsals against the elements, the flow and the roles of the plan, concentrating on the difference between the actual operation and the plan; and the implementation of the plan when an incident occurs, with an assessment afterwards on the same basis. It should likewise identify opportunities and adjust the plans, learning about the trends and latest developments of the logistics industry such as improvements in energy and equipment technology, rehearsing and assessing the adjusted plans and carrying them out when new policies, technologies or management requirements take effect, assessing the results at regular intervals and adjusting the content in good time.

7.2 Objectives are established at the relevant functions and levels of the enterprise and may cover the overall improvement of the system and specific measurable improvements in energy performance. Some objectives are quantitative and may be expressed as the amount of energy saved within a statistical period, or as the saving shown by comparing the expected energy performance indicator values of each boundary with the corresponding baselines, for instance the fall in the overall electricity consumption of transport, the fuel consumption of distribution or the energy consumption per head against the baseline value; they may also be expressed through the savings of energy saving projects and renewable energy substitution projects. Some are qualitative, for instance on energy using behaviour or energy saving culture, and can usually be given a quantitative value through surveys or similar mechanisms. Objectives may be defined at several levels, strategic, tactical and operational, and may differ in detail and timing. Energy targets support the objectives and may break them down over time and among the units responsible; they are set for particular significant energy uses, are measurable and should be specific, achievable, relevant and time bound and consistent with the objectives. Projects of technical improvement or management measures need clear energy targets with explicit requirements on their monitoring and measurement, including how the target is established and how the result is assessed and verified, and where necessary the budget. The data analysis and other outputs of the energy review are used to set the objectives and targets. Three examples are given: an energy target of reducing the overall electricity consumption of 2023 by 10 000 kilowatt hours; an objective of reducing the overall fuel consumption of logistics operations in 2023 by 6 % compared with 2022, with energy targets of 4 % for transport and 2 % for distribution; and energy targets of saving 20 % of the fresh water used by a logistics park by installing a rainwater recycling system by June 2023 and reducing the lighting power density of warehouse one by 30 % by installing LED luminaires by October 2023. The objectives and targets should be consistent with the energy policy, measurable where practicable, take account of the applicable requirements, of the significant energy uses and of the opportunities for improvement, be monitored, communicated, updated as appropriate, and comply with applicable laws, regulations, standards and other industry requirements and with the requirements of government departments; they should consider the advanced level of the industry under comparable conditions, whether international or domestic, the best historical level of the enterprise or the group under comparable conditions, technical, financial, operational and market conditions, and the concerns and requirements of interested parties such as industry associations, upstream and downstream enterprises and customers, and should be retained as documented information. They should also take account of the environmental strategy of the enterprise: reductions in energy consumption, improvements in energy efficiency and the related opportunities usually bring reductions in greenhouse gas emissions, and while renewable energy does not always improve energy performance, since that relates to the energy consumption and energy efficiency associated with the energy use, the energy consumption entering the boundary may fall and the use of renewable energy has environmental and other benefits, so the enterprise may set objectives for increasing it. Objectives and targets are usually set, documented and published by management year, energy targets being set month by month on the basis of the annual objectives, and are updated or adjusted as the significant energy uses change; the team should organize regular review and verification of their achievement and, where there is a clear deviation from the plan, should analyse the causes and propose improvements in good time. Setting objectives and targets is an important part of establishing the system of responsibility for energy saving targets, so besides quantifying and breaking them down the enterprise should establish the corresponding evaluation criteria and assessment requirements and coordinate them with its overall performance evaluation system. Top management is responsible for making sure objectives and targets are established and for approving and implementing the action plans, which the team submits for approval. In planning how to achieve them the enterprise establishes and maintains action plans, which state what has to be done, what resources are needed, who is responsible, when it will be completed, how the results will be evaluated and how the improvement in energy performance will be verified; plans are needed at the level of the enterprise, of each function and of each logistics process, and may be documented separately or included in the work plans of the departments concerned. In drawing them up the enterprise should consider, on the basis of GB/T 29456, compliance with laws and regulations and the application of the related policies, best energy saving practice cases, the causes and conditions affecting energy performance, the service life, social and environmental effects and technical maturity of the equipment concerned, the application of mature energy saving technologies at home and abroad, costs and benefits, the availability of energy and the requirements of interested parties.

7.3 The energy review provides the information and the foundation for planning and continual improvement, should be updated at set intervals and should be updated when logistics facilities, equipment, systems or energy using processes change substantially; it should also consider the security and feasibility of energy supply, and the enterprise needs to assess the generation of renewable energy separately. The methods and criteria used and the results are to be kept as documented information. The analysis of energy use and energy consumption is based on measurement and other data and includes identifying the current energy types, which may be done by reviewing existing purchase and consumption bills such as water and electricity bills, fuel delivery receipts and purchase records, the energy flows and end uses being examined so that all types are identified; and evaluating past and present energy use and consumption in transport, storage, loading and unloading, handling, packaging, distribution processing, distribution and information handling, a suitable period being set to assess historical consumption and identify trends, the period chosen reflecting the variation in operation such as different years, seasons, particular months and large online shopping days and covering a complete operating cycle, with data collected at a suitable frequency so that changes in energy performance and any anomalies can be understood, the billing frequency serving as the initial collection frequency. The analysis yields a list of candidate significant energy uses, estimated consumption being usable where measurement is lacking, and the final determination considers whether the consumption is large, whether the potential for improvement is large, or both. The outputs are the identified and quantified current energy types, the identified energy uses and the measured or estimated consumption associated with each of them over a suitable period. Significant energy uses may be identified by methods and techniques such as site survey, energy audit, flow charts, performance tests, efficiency tests, demand and load analysis, energy efficiency benchmarking, energy balance, expert diagnosis, mass and energy balance, simulation models of use and consumption, Pareto analysis by area or equipment, energy flow diagrams, energy network diagrams, energy balance tables, Sankey diagrams, data sheets of the main equipment, energy use diagrams and inventories of energy consuming equipment with their efficiency ratings and typical running times. The enterprise should make its criteria clear, may determine significant energy uses among facilities such as warehouses and offices, processes or systems such as transport, distribution, distribution processing, loading, unloading, handling, lighting, motor drives, photovoltaic generation, rainwater recycling and wind generation, and equipment such as cars, ships, automated racking, drones, forklifts, cranes, charging piles, street lamps, industrial fans and boilers, and should treat as significant any use accounting for at least a given percentage of total consumption, any use that is not among the largest consumers but has a large potential for improvement, the example given being the lighting of a distribution processing centre, and any use arising from the behaviour of the people working for or on behalf of the enterprise and from its ways of working. For each significant energy use the enterprise should determine the relevant variables, determine the current energy performance, which at a first review may not be capable of normalization since the indicators may not yet exist, and identify the people under its control who affect that use directly or indirectly, who may include service carriers, part-time and temporary staff engaged in design, procurement, calibration, measurement, maintenance and communication. Determining and prioritising the opportunities for improvement is an important part of the review; opportunities may be found in new technology, better operational control, changed ways of using energy and better integration of renewable energy, examples being the replacement of low efficiency lorries by high efficiency ones, the use of mechanical energy instead of compressed air, the use of daylight instead of lighting, the use of waste heat and residual pressure, better operational control of transport, storage, packaging and distribution, and the choice of new energy vehicles. Prioritisation starts from assessment, the collection and analysis of data quantifying the expected improvement, the benefit and the cost, after which the enterprise prioritises the opportunities against its own criteria and maintains and updates the information in the format it chooses, the tools and criteria being available in GB/T 29456. The estimation of future energy use and consumption should take account of the expected changes in facilities, equipment, systems and processes during the estimating period and of the factors that may increase consumption; the enterprise may complete the estimate after deciding on the future action plans, and may use its annual budget planning, which includes information on expected consumption and cost, to satisfy this requirement.

7.4 An energy performance indicator is a measure or unit used by the enterprise or its levels to measure and monitor energy performance; by comparing indicator values with the corresponding baselines the enterprise can see the continual improvement of energy performance, and the establishment, use and updating of indicators and baselines may follow GB/T 36713. Where data show that a relevant variable has a significant effect, the enterprise should take it into account in establishing suitable indicators, should review the indicators where appropriate and compare them with the corresponding baselines, and should retain the indicator values as documented information. Indicators should be established at different levels so as to measure the energy performance of the facilities, equipment, systems, processes and management activities associated with the significant energy uses; the types given in GB/T 36713 are directly measurable energy values, ratios of measured values, statistical models and engineering models. Table 3 gives examples at two levels. At enterprise level they are the overall electricity consumption of the enterprise and of each logistics process in kilowatt hours, the overall fuel consumption of each area and each process in litres, the monthly peak load in kilowatts, the peak electricity consumption of each process, the energy saved in each process and the coal consumption of boilers in kilograms of standard coal, the energy consumption per person per day and the related statistical or engineering models. At the level of the logistics activities they are, for transport, the fuel consumption of transport vehicles, the fuel consumption per tonne per hundred kilometres for lorries, the fuel consumption per hundred kilometres for ships and aircraft and the electricity consumption per hundred kilometres for trains; for storage, the energy consumption of heating equipment, the refrigeration efficiency, the lighting energy consumption, the lighting power density and the energy consumption of the warehouse; for loading and unloading, the electricity consumption of forklifts, the energy consumption of conveyors per day, that of hoists and the energy intensity of electric forklifts and fuel cranes per unit of goods; for handling, the fuel consumption of handling vehicles and the energy consumption of conveyors, shuttles and lifts; for packaging, the electricity consumption of sealing, strapping, labelling and wrapping equipment and the lighting energy consumption; for distribution processing, the electricity consumption of processing and crushing equipment, the generating efficiency, the lighting energy consumption and the energy consumption of sterilising and drying equipment; for distribution, the fuel consumption of vehicles, the fuel consumption per hundred kilometres and the electricity consumption per hundred kilometres of delivery drones and unmanned vehicles; and for information handling, the electricity consumption of data centre servers and other equipment, of communication equipment and of barcode readers. Table 4 links the indicators to relevant variables and static factors for each activity, for instance the fuel consumption of transport vehicles with the climate, the load, the transport time, the road conditions and the engine efficiency as variables and the transport shift, the energy type, the maintenance state, the occupational competence of the staff and the type of lorry as static factors, and similar entries for warehouse energy consumption, hoist energy consumption, forklift electricity consumption, strapping equipment electricity consumption, metal processing equipment electricity consumption, the electricity consumption per hundred kilometres of drones and the electricity consumption of barcode readers. Where static factors change, the enterprise should maintain or adjust the indicators or baselines; table 5 gives four examples of static factors with their description and the point at which they have to become relevant variables, namely the type of vehicle when the type used changes, the transport shift when a change of shift affects consumption, the fuel type when it changes and the occupational competence of the staff, in the example the driving skill of forklift drivers, when training raises it continually. The enterprise should lay down and document the method of determining and updating the indicators and review it regularly, the document covering the method of determination, the statistical scope and calculation method, the monitoring method and cycle, the judgement and handling of anomalies, the analysis and improvement of the indicators and their review and updating. Indicators are used to compare energy performance before and after the action plans and other measures, the value before being the reference value and the value after the result or current value, and should be updated or improved where they no longer reflect energy performance effectively. By comparing indicator values of the reporting period with the baseline of the base period and with the objectives the enterprise can evaluate how well energy performance is controlled, and where practicable it should establish energy benchmarks, which help it to find gaps and opportunities. Figure 2 gives an example of an indicator, the fuel consumption of transport vehicles, together with its values. Demonstrating continual improvement within the scope and boundaries does not mean that all indicator values have improved: the enterprise may demonstrate improvement even where some values have improved and others have not.

7.5 The energy baseline is the indicator value associated with the base period; it is the quantitative reference used to compare energy performance and reflects the energy situation of the enterprise over a particular period, and may be used to evaluate the change in energy performance over a chosen period or as the reference for calculating the savings of an improvement scheme before and after implementation. To determine improvement the same indicator has to be used in the base period and the reporting period, and every indicator used to demonstrate improvement needs a baseline, although a baseline is not always needed for other business or operating purposes. Where data show that a relevant variable has a significant effect, the indicator values and the corresponding baselines may be normalized so that the consumption of the base period and the indicator values of the reporting period are compared under equivalent conditions; a note explains that normalization may be a simple adjustment or a more complex procedure using statistical regression or engineering models, that the raw data and the method are to be kept as documented information, which helps when the boundary or other static factors change, and refers to GB/T 36713 for further detail. Two examples are given, one in which the transport vehicles used petrol in the base period and electric lorries and liquefied natural gas lorries in the reporting period, so that the consumption of the different energy types has to be normalized to a common energy unit, the standard coal coefficients of GB/T 2589 being usable to convert them before the improvement is assessed, and one in which an engineering model of the running hours, the type of air conditioning system and the user requirements is built so that the consumption of a warehouse before and after refurbishment can be compared under equivalent conditions. In determining the baseline the enterprise should consider the typical energy use of one energy using cycle, for instance the energy used by cold chain transport in summer or by loading, unloading and handling in a particular quarter, and should retain the baseline, the relevant variable data and any adjustments as documented information, laying down in a document the scope covered, the determination of the base period and the base value, the expression, the transmission and the adjustment of the baseline. Baselines should be established and used after the indicators have been identified, the enterprise choosing the applicable indicators according to its own features and management responsibilities; the baseline is established from the current energy performance of the facilities, equipment, systems and processes associated with the significant energy uses as determined by the energy review, with an interval suited to the actual logistics activities; the boundary conditions, statistical scope and statistical method are to agree with those of the indicator; the base value is determined by analysing and comparing the data of a chosen statistical period, which should be a complete operating, occupancy or seasonal cycle with normal operation and complete, true and reliable statistics that reflect the level of energy performance; the baseline should match the metering and statistical systems for consumption and efficiency; the effects of scale of operation and of equipment, differences in process and business type, technical improvement, changes in the energy mix and regional and climatic differences should be considered; and the baseline may be an average, a cumulative value or another expression, the enterprise keeping it simple and easy to compile. The baseline should be adjusted when the indicator value deviates from it by a certain proportion, and in particular when the indicator no longer reflects energy performance; when the baseline is no longer suitable or effective for determining improvement, for instance when one or more business units such as storage or distribution are sold, when a new distribution centre or distribution processing centre starts operating or when the climate changes markedly; when the energy review shows that an update is needed; when static factors change substantially, including changes in the business scope or operating model, in the main energy using processes, operating modes and energy systems, the rebuilding or replacement of main energy using equipment such as delivery vehicles, transport ships and data centre servers, a marked change in the energy types used, for instance from petrol to electricity, and changes in the organizational structure; and when the conditions of a predetermined method apply, such as the use of a rolling baseline or updating at defined intervals, or a baseline tied to legal requirements.

7.6 So that the system can determine energy performance and its improvement quantitatively, the enterprise should identify, measure, monitor and analyse the key characteristics affecting energy performance in its logistics operations at set intervals and should draw up and implement an energy data collection plan suited to its size, complexity, resources and measuring and monitoring equipment. The plan should specify the data needed to monitor the key characteristics and state how and how often the data are collected and retained, and may include a description of each type of data needed by the system and of the data to be retained, the items to be recorded following GB/T 29456. The plan may summarise the specific data to be collected and how they are collected, including the protocols for obtaining data periodically from inside and outside the organization, its complexity and detail depending on the needs of the enterprise; the data may come from a simple digital count or from a complete monitoring and measurement system with software able to integrate them and provide automatic analysis. The data planned for collection or obtained by measurement and retained as documented information should include the relevant variables needed for the significant energy uses, the energy performance indicators or other measures, the energy consumption associated with the significant energy uses and with the organization, the operating criteria associated with the significant energy uses, the static factors where applicable and the data specified in the action plans. The examples given are the measurement and recording of the ambient temperature and humidity of the goods in the transport and storage stages of cold chain logistics enterprises, the collection of the consumption of petrol, diesel and electricity in transport, distribution and loading and unloading, the collection of the illuminance of daylighting panels according to the design of the warehouse, and the real-time collection of metering data on electricity, natural gas and coal gas through an energy acquisition and supervision system. Where measurement reveals fluctuations caused by changes in equipment or production, equipment faults or the level of use, the enterprise should consider the differences in energy performance caused by the ways in which different people operate a particular facility and should measure at different times when different operators are in control. It should make sure that the equipment used to measure the key characteristics provides accurate and reproducible data, the provision and management of the metering instruments meeting GB 17167; it should review the plan at set intervals and update it where appropriate, the planning being able to include discussion of future measurement needs; and it should retain documented information on measurement, monitoring and the other methods used to determine accuracy and reproducibility. Figure 3 shows the energy management planning flow of the logistics enterprise.

8 Support

8.1 The enterprise needs to determine and provide the resources needed to establish, implement, maintain and continually improve energy performance and the system, top management being responsible for making sure they are available. In determining them it should consider the existing capability, such as logistics planners, drivers, distribution staff, loading and handling staff, energy managers, dispatchers, the various logistics facilities and equipment and organizational knowledge, and any constraints such as the environment, the budget, the quantity of resources, the timetable and the legal and other requirements, and should then decide on the resources needed, including human resources from outside, specialist skills, technology, the infrastructure for data collection and financial resources.

8.2 The enterprise determines the competence needed by the employees and contractors working under its control who affect energy performance and the system, the requirements suiting the function, level and role of the people concerned, including top management, and matching the nature of the enterprise and the requirements of energy performance and of the system; the requirements are decided by the enterprise, and the results of the energy review and the management review help to determine them. The enterprise may start by evaluating job descriptions, position descriptions and contractor agreements, the process beginning with the people whose effect on energy performance is greatest so that any gap can be identified and filled, including the need for outsourced competence such as consultants. Those who contribute actively to energy performance and to meeting the requirements of the system may include the managers responsible for planning, operating, checking and improving the system, such as top management, the energy management team, those responsible for energy monitoring, metering and statistics and full-time energy saving posts, and the staff connected with the control of energy use, such as the operators of the significant energy use areas, among them the operators of refrigeration equipment, the drivers of lorries and the operators of sorting equipment, and the staff of energy services, facility and energy procurement, facility and energy system maintenance and operational dispatching. On the basis of suitable education, training, skills or experience the enterprise makes sure the people concerned are competent, the competence of contractors being addressed through the contract or the terms of service. The measures listed are encouraging staff to take part in academic education and skill certification so that they are competent in the energy related work of the logistics activities; identifying training needs at set intervals and defining the scope, the people, the form, the schedule and the content of the training, the forms given being technical lectures, technical question and answer sessions, on-site guidance, seminars, classroom teaching and online classes; establishing a post skill certification mechanism, with post qualification for key posts such as internal auditors of the system; providing guidance, career planning or reassignment to existing staff, or recruiting competent people; and enriching experience under the system by job rotation and by widening the scope of the work. Table 6 gives examples of the training content for the posts concerned, with three columns of staff, namely top management and senior energy managers, staff engaged in energy management work, and staff engaged in the operation, maintenance and repair of the main energy using equipment, and marks which content applies to which. The content shared by all three groups includes the latest national energy policy, the latest requirements and practice of the local energy management department, energy saving laws, regulations, policies and standards, the energy policy and knowledge of energy management and of the system, the basic knowledge and requirements of energy management and of the system, the requirements for the provision and management of metering instruments, the energy management role, duties, authorities and requirements of the post, the energy objectives and targets of the post, the energy performance indicators, energy baseline and relevant variables of the post, the energy saving knowledge, techniques and means of the post, the opportunities for improvement at the post and the energy management implementation scheme related to the post. Other items apply to two of the three groups or to one only, among them the principles of new energy saving techniques and equipment, the direction and trend of energy saving development, energy cost accounting, the principles and methods of energy audit, the methods of identifying significant energy uses and the factors affecting operational control, and the characteristics, operating characteristics, relevant variables, control of relevant variables, economic operating conditions and methods of testing and evaluating the energy performance of the main energy using equipment; the preparation of energy saving plans and programmes, the methods of measuring and verifying savings, the criteria, procedures and methods for assessing and reviewing energy saving projects, energy quality standards and testing methods, and the knowledge and requirements of energy metering, statistics and analysis apply to a single group. The enterprise should evaluate the effectiveness of the measures taken by the extent to which new employees understand the basics and the requirements of energy management, employees moved to a different post meet the energy management requirements of the new one, the staff of the consumption statistics and analysis posts have mastered data collection and statistics, the staff of the energy procurement and inspection posts have mastered energy quality verification, the staff of the metering instrument management and maintenance posts have mastered that work, the staff of the energy conversion equipment posts have mastered the performance of the equipment and the factors affecting its efficiency, the staff of the key energy using equipment operation and maintenance posts have mastered the factors affecting its consumption, and senior energy managers understand the latest policies, technologies and equipment and the direction and trend of energy saving development, a note adding that the extent is judged by the enterprise according to its own situation. It should establish and keep records of the education, training, skills or experience of its staff and retain documented information showing that the people doing the work meet the applicable competence requirements.

8.3 The enterprise needs to make the employees and contractors working under its control aware of the energy policy, of their contribution to the effectiveness of the system, of the effect of their activities or behaviour on the improvement of energy performance and of the consequences of not conforming to the requirements of the system; awareness helps the enterprise to build and keep an energy saving culture, and is usually produced by a combination of communication and training, the methods of raising it being available in the examples of GB/T 29456. Awareness training and communication are to be kept up and updated over the long term.

8.4 The enterprise should determine, according to its own features and the needs of interested parties, the internal and external communication procedures related to the system, covering what is communicated, when, to whom, how and by whom; the information communicated is to be consistent with the information generated by the system and to be true and reliable. It should establish and implement a process by which any employee or contractor working under its control can make comments or suggestions for improving the system and energy performance, and should retain documented information on those suggestions. The internal communication content includes the energy policy; the results of the energy review; the monitoring and measurement of the objectives, energy targets and indicators, including the commitments made to interested parties; the progress of the objectives, targets and action plans; the analysis report on the energy situation; the information generated in the operation of the system, such as the policy, objectives, management programmes, internal audit and management review reports, significant energy uses, contingency plans and nonconformities; the acquisition or updating of legal and other requirements within the scope; initiatives for further improvement; immediate and statistical information on energy supply and use; information on the demand for the various energies and its changes, including the type, quality, quantity, timing and price; information affecting energy use, such as the renewal of facilities and equipment and planned and unplanned maintenance; information on energy production and supply and the factors affecting them; the economic benefits achieved; other benefits of improved energy performance, such as service quality, competitiveness or environmental performance; and the information contact points, the example given being the information network of an integrated transport hub. On the timing, audience, means and actors of internal communication, the enterprise should communicate the policy, objectives and targets to the employees before planning and drawing up the energy management plan and listen to their feedback, hold regular internal exchanges during implementation so as to share measures and experience and strengthen cooperation and support, and evaluate and sum up the results afterwards so that problems are found and solved in good time. Internal communication should run horizontally between functions and vertically between levels, forming an all-round network, should keep the channels open and make sure information is passed across interfaces correctly and in time, and may use liaison sheets, notice boards, bulletins, suggestion boxes, websites, e-mail and meetings. Employees may ask about energy management information and make suggestions by telephone, e-mail, suggestion box or exchange meetings; the making or revision of the energy policy, major changes in the energy use, consumption and efficiency of the areas affected by logistics activities and the investigation of major incidents should be discussed with the employee representatives; staff controlling significant energy use areas may record their opinions, suggestions and requirements in the operating records or report or complain directly to the energy managers of the departments, the competent energy saving department or the management representative; and the enterprise should build an energy management control centre for the immediate monitoring, analysis and handling of the energy used in the high consumption processes of transport, storage, distribution, loading and unloading and handling, so that supply and use are adjusted and optimised systematically and dynamically. The reasons for deciding on external communication are to meet legal and other requirements, the needs of communication with customers and suppliers, the satisfaction of investors, shareholders and funders, and the demonstration of energy performance and of leadership in energy management; where the enterprise decides to communicate externally it should prepare and document an external communication plan. In communicating externally it may consider the explanation of GB/T 23331 certification; the collection, identification and implementation of the legal and other requirements related to energy use, consumption and efficiency; the collection and application of external information on energy saving techniques and best practice; feedback from external bodies on the energy situation; energy management statements or commitments; information such as the energy policy, the baseline, the indicators, the objectives and the targets; emission data related to improved energy performance; exchanges with energy suppliers, customers and energy service bodies; information from interested parties on the operation of the system; the acceptance and prompt handling of feedback from the law enforcement and monitoring activities of the energy management supervision departments; active exchange within the industry, for instance obtaining energy data through logistics industry associations; making energy performance, energy saving measures and their results public to society or to external parties, for instance by reporting the energy situation to the government departments concerned at regular intervals; the disclosure of energy performance and energy saving work in the social responsibility reports of listed enterprises; and other external information.

8.5 The documented information of the system comprises the information required by GB/T 23331 and the information the enterprise determines to be necessary for the effectiveness of the system and for demonstrating the improvement of energy performance. The information to be maintained includes the scope and boundaries of the system, the energy policy, the methods and criteria of the energy review, the method of determining and updating the indicators, and the external documented information needed for the planning and operation of the system, which may include laws, regulations, standards, equipment manuals, weather data and the data supporting the static factors and relevant variables. Common ways of maintaining documented information include the preparation and use of an energy manual, a plan-do-check-act diagram of the processes of the system and a document matrix or hierarchy tied to the core elements of the system. The information to be retained includes evidence of competence, the objectives and energy targets, the action plans, the results of the energy review, the energy baseline, the relevant variable data, the energy consumption, the documented information necessary to have confidence that the processes are carried out as planned, the relevant variables of the significant energy uses, the static factors where applicable, the data specified in the action plans, the adjustments of the baseline, the results of monitoring and measurement and the other methods establishing accuracy and reproducibility, the design activities related to energy performance, the results of the investigation of and response to significant deviations in energy performance, the evidence of the implementation of the internal audit programme, the results of the management review, the conclusions of the meetings of top management on the system, the nature of the nonconformities and the actions taken, the results of the corrective actions and any other information the enterprise determines to be necessary. The enterprise may add other information it considers effective in demonstrating energy performance and supporting the system, and the information should be kept simple so that it is easy to understand and to maintain. The creation and updating of documented information and its control follow GB/T 29456.

9 Operation

9.1 The enterprise should plan, implement and control the processes needed to meet the requirements related to the significant energy uses and to carry out the actions determined under 7.2. It should establish criteria for the effective operation and maintenance of the facilities, equipment, systems and energy uses and criteria for communicating with the people working under its control, control the processes against those criteria, and retain documented information to the extent necessary to have confidence that the processes have been carried out as planned. The clause then gives operational control criteria for each main energy using process. For transport, applicable criteria may include raising the energy efficiency of vehicles and equipment by replacing them with high efficiency ones and fitting energy saving devices; using solar or wind power instead of conventional fuel or electricity supply; choosing hybrid, battery electric, fuel cell, hydrogen engine, alcohol ether fuel and natural gas vehicles and new energy ships and aircraft; optimising the transport network so as to reduce the total mileage and the empty running rate; choosing water, rail and road transport or combined modes such as rail and water reasonably; taking account of road conditions, reducing congestion and delivering at night; controlling the transport process with navigation, intelligent algorithms and data analysis and dynamic dispatching so that the route and the speed are optimised; promoting intelligent access control for vehicles so as to reduce standby consumption; establishing driver operating rules and vehicle fuel consumption management rules; avoiding unnecessary consumption by switching off unnecessary equipment, reducing idling and standby time, adjusting the working mode and lowering the load; raising efficiency through shared vehicles; strengthening daily inspection, servicing and repair, tyre pressure included; carrying out energy metering with real-time monitoring and statistical analysis; finding anomalies and saving potential through energy efficiency supervision and data analysis; and training the transport staff so that they pay more attention to saving energy and use the vehicles and equipment correctly. For storage the criteria may include energy saving facilities and techniques such as energy saving air conditioning, energy saving cold stores and insulated doors; renewable energy; the reasonable planning of storage areas and advanced storage methods so that the use of space and the loading rate rise; warehouse automation; the reasonable reduction of the demand for heating, cooling and lighting; the avoidance of unnecessary consumption; shared warehouses; storage standards for different goods, with suitable temperature, humidity and ventilation; the introduction of the internet of things or automation for remote management, automatic control, early warning, monitoring and feedback; daily inspection, servicing and repair; energy metering; energy efficiency supervision and data analysis; and the strengthening of staff awareness and training. For loading, unloading and handling the criteria may include energy saving equipment such as electric forklifts with frequency converters, pallet trucks, hand trucks and high efficiency stackers; renewable energy; new energy forklifts, automated guided vehicles and intelligent handling robots; the optimisation of the paths and of the flow so that activity rises and useless handling is removed; the use of gravity through chutes, slide plates and gravity racking; the reasonable reduction of heating, cooling and lighting demand; the pre-treatment of goods by uniform packaging and sorted stacking so that hanging and handling time and energy fall; scientific loading and unloading design suited to the goods; the avoidance of unnecessary consumption; daily inspection, servicing and repair; energy metering; energy efficiency supervision and data analysis; and staff training. For packaging the criteria may include low consumption case sealers, strapping machines and wrapping machines; renewable energy; optimised packaging design such as modular and folding designs that cut volume and weight; standardised packaging methods such as reusable and collective packaging; green or recyclable materials such as bamboo, moulded pulp and degradable plastic; the reduction of resource use through original case despatch and narrow tape, lowering the amount of ink used; the avoidance of excessive packaging; the reasonable reduction of heating, cooling and lighting demand; the avoidance of unnecessary consumption; daily inspection, servicing and repair; energy metering; energy efficiency supervision and data analysis; and staff training. For distribution processing the criteria may include energy saving processing equipment such as high efficiency numerically controlled machine tools and energy saving compressors; renewable energy; optimised processing methods such as lower processing temperature, shorter processing time and improved processes; environment friendly and low consumption raw materials; centralised processing so that efficiency rises with scale; the reasonable arrangement of production so that excessive consumption from poor planning is avoided; the reasonable reduction of heating, cooling and lighting demand; the reasonable use of the waste heat and residual pressure produced, for generation or heating; the avoidance of unnecessary consumption; daily inspection, servicing and repair; energy metering; energy efficiency supervision and data analysis; and the strengthening of staff awareness and skills with a reward system for participation. For distribution the criteria repeat many of those for transport, adding the choice of manual, drone or unmanned vehicle delivery, driver training in energy saving techniques and correct operation, the scientific planning of delivery points taking account of weather, road conditions and distance, and shared delivery stations and joint distribution. For information handling the criteria may include energy saving computers, servers, storage equipment, printers and software systems; renewable energy; the optimisation of the information systems by optimising program code, planning the system configuration reasonably and using efficient data storage and processing techniques; virtualisation, tiered storage and distributed computing; the building of a heat dissipation and airflow model of the information handling site so that the load on the cooling equipment falls; the optimisation of the data centre design with cold and hot aisle separation and natural ventilation; the reasonable reduction of heating, cooling and lighting demand; energy saving modes that put equipment to sleep when idle; the reduction of the excessive consumption caused by refrigerating machines left idle or run continuously; siting the information handling premises where natural cooling is strong; air cooling and liquid cooling such as water, ionised water and glycol; the avoidance of unnecessary consumption; regular maintenance; energy metering; energy efficiency supervision and data analysis; and publicity and education. For the auxiliary logistics system the criteria may include optimised energy design such as control strategies for air conditioning, refrigeration and heating and the reasonable planning of equipment running times; high efficiency air conditioning, refrigeration and heating equipment, LED lamps and energy saving tubes; equipment of high efficiency and strong function with attention to compatibility; renewable energy; the reasonable reduction of heating, cooling and lighting demand; natural or high efficiency lighting through daylighting panels, energy saving tubes and intelligent street lamps; the reasonable arrangement of lighting tasks and periods; the installation in warehouses, distribution processing centres and data processing centres of energy saving industrial fans of large air volume and low speed or low noise fans of high speed and low air volume; the adjustment of system parameters such as temperature, humidity and steam pressure according to actual need so that the best balance between low consumption and production quality and efficiency is reached; energy recovery through waste heat and residual pressure recovery; energy production such as photovoltaic panels on warehouse roofs; painting the roofs of logistics facilities in different colours so that solar energy is absorbed or reflected; the addition of energy optimising devices such as timers, frequency converters and valves; the avoidance of unnecessary consumption; regular maintenance, with an assessment of whether auxiliary equipment needs to be stopped when the main equipment is shut down for repair; energy metering through sensors and data acquisition systems covering electricity, heat and water; energy efficiency supervision and data analysis; and publicity, education and operating rules for the staff. For the ancillary logistics system the criteria may include energy saving equipment in offices, bathrooms, canteens and dormitories; renewable energy; stronger lighting management and intelligent lighting in office and production areas; the separation of logistics and office electricity use with stronger control of all electrical equipment; the maintenance of the areas where staff use water, with daily upkeep and water saving improvements that stop running, overflowing, dripping and leaking water and continuous flow; the consideration of a rainwater recycling system; the avoidance of unnecessary consumption; energy metering; daily inspection, servicing and repair; energy efficiency supervision and data analysis; and staff training. Finally, other operational control criteria may include the establishment of an emergency management system for incidents, with plans, emergency supplies and a responsible person, so that when an energy incident occurs the waste of energy and resources is kept to a minimum while the safety of life and property comes first; the control of planned changes and the review of the consequences of unintended changes, with action to reduce adverse effects, planned changes being introduced in a controlled way with the least effect on other operations and unplanned events being mitigated through contingency plans; and making sure that outsourced significant energy uses or the processes related to them are controlled, the enterprise remaining responsible for the energy performance of a process even when another organization carries it out.

9.2 When designing new, rebuilt or renovated facilities, equipment, systems and energy using processes within the scope and boundaries, where the design may have a significant effect on energy performance over the planned or expected operating lifetime, the enterprise should consider the opportunities for improvement and the operational controls: compliance with industrial policy, legal and other requirements, energy saving design codes, energy saving technology policy and energy saving standards; the type, quantity, quality, price, availability, economy and ease of transport and supply of the energy consumed; the energy performance indicators, operating modes and operating conditions of the facilities, equipment and systems and the match between the systems and the equipment; the risks and opportunities of adopting advanced production processes and new energy saving processes, techniques, materials and products from home and abroad; the differences in the efficiency of the significant energy uses caused by region, such as altitude, latitude and green cover; the reasonableness of the general layout, the process layout and the division of working areas; the identification of energy recovery opportunities and the reasonable use of waste heat and residual pressure; the suitability and advanced character of the operational control requirements, the consumption indicators and the key control parameters; the provision of metering instruments, since installation after construction may cost far more than covering it at the design stage; the feasibility of spreading best energy saving practice and experience; the assessment of the consumption levels of the existing different processes; the wider application of new and renewable energy such as solar, hydrogen and wind; the procurement of energy, energy services and energy using facilities and equipment; and any special requirements on the competence of the staff at the main energy using posts. The enterprise should identify the opportunities early in the design and throughout it, since using engineering, metering, instrumentation, operating techniques and process improvements as early as possible usually gives the most effective and least costly result for a given design. Projects that may have a significant effect need to be managed from the energy point of view, and the enterprise needs to choose suitably qualified people to commission the facilities, equipment, systems, fixtures and fittings so that the design is implemented effectively, best operating practice is formed and records are kept; commissioning should be carried out under variable load so that efficient operation is achieved over the whole load range and not only at full load. After handover it is important to optimise operation beyond the design specification, because changed operating conditions may reduce the expected effect of the design, and small adjustments to set points, maintenance schemes and control strategies can improve energy performance. Documented information on the design activities related to energy performance should be retained.

9.3 When purchasing energy using products, equipment and services that are expected to have a significant effect on energy performance, the enterprise should establish and implement energy procurement criteria for evaluating that performance over the planned or expected operating lifetime; the purchases may include energy products, energy supply and energy using equipment and products, raw and auxiliary materials that directly affect consumption, energy services for the use of waste heat and residual pressure, and outsourced processes related to the control of energy use. The procurement specifications, tender documents and contracts should include the energy performance criteria, and the content of procurement control should follow GB/T 29456. In establishing the criteria for selecting, evaluating and re-evaluating suppliers the enterprise should consider the energy management requirements and should keep records of the evaluation results and of any necessary actions arising from them; when purchasing products, equipment and services that affect or may affect the significant energy uses it should treat the energy performance of the supplier as one of the evaluation criteria, evaluating the qualifications, production scale, process control capability, record, reputation and after-sales service of the supplier and the quality and price of the energy services, products, equipment and energy so as to determine its supply and energy management capability and select suppliers that meet the requirements, the review also covering the compliance of the supplier and of its products, equipment and services with laws and regulations. In such procurement the enterprise should consider industrial policy, standards, laws, regulations and other requirements, the total energy use, the energy efficiency and the efficiency indicators required, the degree of match with the whole energy using system, the efficiency level and operating stability of the products and equipment bought and the competence of the operators; should lay down procurement criteria or specifications, namely the quality standard of the products bought, the energy efficiency standard of the energy supplying and energy using equipment and products, the quality characteristics related to energy consumption and the acceptance criteria for the raw and auxiliary materials affecting energy use, the efficiency indicators of energy services and energy saving techniques and the evaluation criteria for outsourced processes related to energy; and should assess the purchase of products and equipment against the life cycle cost, the expected effect on the energy performance of the whole system, the behaviour under partial and fluctuating load, the frequency of equipment failure, the energy efficiency rating and certification by agencies or other third parties. The life cycle cost of a product or piece of equipment is the total cost of buying, installing, operating, maintaining and disposing of it, and the total operating cost of the enterprise includes that cost together with the cost of energy and others, so the enterprise should not look only at the purchase cost; the example given is that a new energy lorry may cost more to buy than a petrol or diesel lorry but that over time the energy it saves may exceed the additional cost on a life cycle basis. The energy procurement specification may cover the quality, quantity, reliability, availability and cost structure of the energy, its environmental effect and the types of alternative energy, and where appropriate the enterprise may use the specification proposed by the energy supplier. It should draw up and implement an energy procurement control procedure covering the procurement standards or specifications for each type of energy product; a note warns that in comparing quotations for energy it is necessary to make sure that a lower cost does not lead to higher consumption over time, the example being an increase in long-term consumption caused by buying low cost, low quality petrol. The procedure should also cover the metering management measures for energy procurement, controlling the use, inspection or verification and recording of the metering equipment; the documents for the transmission, distribution and storage of energy, determining a reasonable stock and laying down and controlling the losses of transmission, distribution and storage; the treatment of renewable energy, a change or increase in whose purchase outside the boundaries of the system does not affect energy consumption or improve energy performance but may have a positive environmental effect, so that the enterprise may make it one of its procurement criteria or specifications; and the assessment of the suitability and adequacy of the procurement process before the standards, specifications and documents are issued, which are to be signed by an authorised person. The enterprise should plan and carry out suitable verification activities and keep records of the results: the purchases are metered and verified against the procurement standards and methods laid down so that the quantity and quality of the energy bought are assured; the procurement process is evaluated at regular intervals to verify its effectiveness, and it should be evaluated whenever the object of procurement has had or may have an important effect on the use of energy; and the acceptance of energy performance contracting projects is to be assured by a procurement procedure, documented verification records being needed in particular for the audited savings.

10 Performance evaluation

10.1.1 This clause covers the implementation of the data collection planning of 7.6 and the evaluation of the improvement of energy performance and of the effectiveness of the system. The monitoring, measurement, analysis and evaluation of energy performance and of the system generate the data and information the enterprise needs in order to make sound decisions on continual improvement. The enterprise should make clear the key characteristics of what needs to be monitored and measured and should monitor, measure, analyse and evaluate them by suitable methods and at suitable intervals so that results are assured; it should evaluate the effectiveness of its energy performance and of the system, evaluate the improvement of energy performance by comparing the indicator values with the corresponding baselines, investigate and respond to significant deviations in energy performance and retain documented information on those investigations and responses and on the results of monitoring and measurement.

10.1.2 The content monitored and measured should include at least the effectiveness of the action plans for achieving the objectives and energy targets; the energy performance indicators, among them the overall electricity consumption of each logistics process, the overall fuel consumption of each area, the fuel consumption per hundred kilometres of ships, the electricity consumption of forklifts, the electricity consumption per hundred kilometres of drones, the energy consumption of heating equipment, the refrigeration efficiency, the energy consumption per head, the lighting power density, the generating efficiency, the electricity consumption of data centre servers and other equipment and the utilisation rate of waste heat and residual pressure; the operation of the significant energy uses; and the comparison of actual with expected energy consumption. The enterprise may use visualisation as an effective tool for monitoring energy performance, trend charts, pie charts and other graphical representations of the state and results of energy performance being commonly used to communicate key information to operators, top management and other interested parties.

10.1.3 The enterprise may demonstrate the effectiveness of the system through the improvement of energy performance and the other intended outcomes, and may demonstrate the improvement of energy performance through the improvement of the indicator values relative to the corresponding baselines over a period; where an activity unrelated to the significant energy uses or the key characteristics can achieve an improvement, the enterprise should establish a new indicator and a new baseline to demonstrate it. It may evaluate processes of the system such as training or communication that contribute to improvement. In the analysis it should consider the limitations of the data, namely accuracy, precision and measurement uncertainty, and the consistency of the energy accounting before reaching a final conclusion. When a significant deviation from the defined or acceptable level of energy performance occurs, the enterprise has to determine the deviation, analyse its causes, identify good methods and find opportunities to improve the operational control, and take corrective action where necessary. The methods of identifying significant deviations may include feedback on energy performance from employees, customers, suppliers and regulators and from process control logs and activity records, whether electronic or on paper; monitoring the progress towards the objectives and energy targets by means of the indicators, process control charts or other tools; checking changes in the operating parameters affecting energy performance beyond the defined parameters; and monitoring the deviation between the indicators and the related measures with visual analysis such as a cumulative sum control chart.

10.1.4 The enterprise should evaluate at planned intervals its compliance with the legal and other requirements related to energy performance and to the system; periodic and timely evaluation of compliance helps to make sure that the performance evaluation of the system is carried out. It should determine that the process for evaluating compliance with the legal and other requirements, for instance environmental, health, safety and corporate governance requirements, is implemented effectively and whether those processes can be adapted to the needs of the system, and should verify conformity at regular intervals by measures such as checklists. It should retain documented information on the results of the compliance evaluation and on any actions taken.

10.2 to 10.3 The internal audit and the management review are both to be carried out in accordance with GB/T 29456.

11 Improvement

11.1 Nonconformity and corrective action are to be handled in accordance with GB/T 29456.

11.2 Continual improvement is to be carried out in accordance with GB/T 29456.