1. 0.0
Overview
This presentation has been designed for you by the Energy Institute Hearts and Minds Technical Team.
It provides a guideline for conducting an Understanding your energy culture workshop. Note that you will need to purchase the Understanding your energy culture booklets to conduct this workshop.
Please note that the booklet and these slides have been put together to support people from all industries.
Please feel free to adapt the existing slides, use your own examples, and/or add any slides and exercises you find useful.
FACILITATOR NOTES:
The workshop can be run in a single session.
It is best conducted with a group of people, who can divided into smaller groups for discussions and break out groups.
Overview instructions can be found in the Understanding your energy culture booklet – this presentation gives you more detailed facilitator guidance.
Before you begin with the workshop it is recommended you familiarise yourself with the content of this presentation.
Check whether there is any material in slides that you want to change.
Consider preparing some examples of energy management relevant to people attending the workshop.
Add any additional slides that you need to run the workshop in your organisation, e.g. to give context of why the workshop is taking place, or to include leadership messages about the importance of energy management.
PLANNING AND GROUP COMPOSITION
It is important to consider who to involve in the workshops before you start using the Understanding your energy culture tool. You will need to think carefully about the following points:
Run the first workshop with the senior leadership team who are sponsoring the energy culture improvement effort in your organisation. You can run a shorter workshop initially (omit the exercise in slide 3.6) and then have a follow up feedback session with them after you have completed your planned number of workshops with other teams.
Depending on your organisation and its culture, you may wish to have diverse people from different teams, with varying levels of experience and a range of backgrounds.
Alternatively you may want to focus on those directly involved in energy management, and/or those who are significant energy users in the organisation.
Be aware that mixing ‘experts’, or those responsible for energy management, with others with less knowledge in the same group workshop can potentially make discussions difficult.

2. Understanding your energy culture
FACILITATOR NOTES:
You will need:
1 copy of the Understanding your energy culture booklet for each workshop participant (these can be re-used for other groups).
1 Understanding your energy culture response sheet printed for each participant (these are available to download from
Be sure to arrive a sufficient amount of time before the workshop starts so you can set up the room.
Acquaint yourself with planned emergency drills and the location of emergency exits, bathrooms, light switches and electrical outlets ahead of time. Getting to know the area and setting things up will make you feel more at ease. Directions and signs placed on doors and in corridors can be helpful for participants to help them find the room.
Arrange the tables and chairs:
As you will be presenting both small and large group sessions, arrange tables and chairs to promote small group activities as well as being able to discuss things as a whole group.
We all learn from each other, so it is important that all participants can see and hear everything that is going on during the workshop.
If required, set up a table near the entrance with a sign-in sheet, name-tags, and pens.
Arrange all of the supporting materials you will be using so that they will be easily accessible to you when you need them:
Name tags (if required – not if the workshop is anonymous/confidential)
Flip charts
Post-its
Pens, markers, tape
Notepads
Projector or screen
Laptop with presentation slides
Slide printouts for yourself and for participants (if required).

3. 1.0
Introduction
What?
A tool that helps to identify gaps in local energy management culture and agree plans to drive performance improvement
Why?
A solidly implemented energy management system is an essential basis for good energy performance.
How?
By providing a clear view of both the current and the desired culture, by identifying areas where there are gaps, and by working on actions that lead towards improvement.
I. FACILITATOR NOTES:
Use this slide to talk about the Understanding your energy culture tool to the audience.
II. BACKGROUND
Understanding your energy culture is one of the Hearts and Minds tools.
It helps develop a good understanding of the energy management culture in the organisation.
Using it in meetings and workshops will provide a clear view of both the current and the desired culture, and help decide what actions can be taken to improve energy management performance.
Understanding your energy culture is also a powerful tool to get people involved and engaged in energy management. In organisations where the leadership sees the situation as better than it is in reality, the results of the workshop(s) can help drive them to improve energy management.
It can used across the organisation - you can include different teams, departments and locations, depending on the size and structure of your organisation.
The differences in perceptions between different groups in the organisation can be revelatory, particularly to leaders and senior managers.

4. 1.1
Workshop objectives
Raising awareness of your organisation’s culture around energy management is crucial to making the case for change and improvement
This interactive workshop provides the structure to do this
It will help you to identify perceived strengths and weaknesses in the way you manage energy in your organisation
It does this by getting you to consider a number of aspects of energy management which contribute to the overall energy culture
I. FACILITATOR NOTES:
Use this slide to share the objectives of the Understanding your energy culture tool to the participants.

5. 1.2 Workshop timings 30 minutes Introductions and presentation
30 minutes Read through of the energy culture framework and complete questionnaire
15 minutes Discussion in pairs
15 minutes Break
60 minutes Presentation of results and plenary discussion
30 minutes Break out sessions
Total: 3 hours
THESE TIMINGS ARE RECOMMENDED, BUT YOU MAY ADAPT THEM TO LOCAL NEEDS.
FACILITATOR NOTES:
Allow time before the workshop to greet the attendees and introduce yourself. This will help put the participants at ease.
If the participants do not already know each other, ask them to introduce themselves to the group.
Begin the workshop on time.
OPTIONAL: Start with an icebreaker to make the participants feel at ease. (Examples of icebreakers can be found easily on the internet.)
During the workshop, keep an eye on the behaviour of the participants to determine when they may need a break, a change of pace or more time to explore an idea or issue identified in discussions.
OPTIONAL: Ask the participants what their expectations from this workshop are. Write the answers down on a flip chart. You can come back and re-examine the flip chart at the end of the workshop.
Most importantly: let your enthusiasm show and have fun!

6. Energy performance over time
1.3
Energy performance over time
Time
Energy usage
Technology
and standards
Energy
management
systems
Improved
energy culture
Engineering improvements
Equipment improvements
Compliance with regulations
Integrated energy management system
Assurance
Competence
Visible leadership / personal accountability
Shared purpose and belief
Aligned performance commitment and external view
Energy management delivers business value
OPTIONAL SLIDE:
FACILITATOR NOTES:
You can use this slide to show the audience how the energy management performance of organisations may improve over time.
II. THEORY
Energy usage has been reduced/made more efficient by applying technology and standards.
This approach sonly so effective - it becomes clear that Energy Management Systems are needed to ensure that the technology and standards are applied consistently.
High technology and standards and HSE Management Systems are not sufficient on their own to achieve the best possible energy management performance. Motivating, engaging and involving people in this activity requires a culture that is focused on energy management too.

7. What is organisational culture?
1.4
What is organisational culture?
Organisational culture may be defined as:
The shared beliefs and values of staff working in an organisation, that determine the commitment to and quality of that organisation’s overall performance
Alternatively….
“the way we do things around here” (and why we do them that way)
Involves individual and group behaviours which are accepted and reinforced in the organisation

8. How do we assess culture?
1.5
How do we assess culture?
Energy management culture is revealed/ manifested in many aspects of the way it is handled in the organisation
The Understanding your energy culture booklet covers 14 different aspects of culture. These include:
What priority do managers give to energy management?
How engaged is the workforce in energy management?
How is competency and training for energy management delivered?
How open to change is the organisation in energy management?
FACILITATOR NOTES:
This slide explains that the Understanding Your Energy Culture tool looks at 14 specific “dimensions” of energy culture to create a profile of an organisation’s energy management culture. We will be looking at those dimensions in more detail when we look at the assessment framework.

9. 1.6 The culture ladder Increasing engagement Increasing accountability
Generative
‘Energy management is core to how we do business’
The culture ladder
Proactive
‘Energy management is valued – we actively seek to improve’
Increasing engagement
Calculative
‘We have systems in place to manage energy use’
FACILITATOR NOTES:
This slide shows the energy management culture ladder overview.
Background: it could be said that there is a level lower than Pathological, which would be called “Criminal”
Reactive
‘Energy management is important - we do a lot when we have to’
Increasing accountability
Pathological
‘Who cares about reducing energy use?’

10. The culture ladder (continued)
1.6
The culture ladder (continued)
GENERATIVE
Mindfulness and continuous improvement
Energy management is seen as good business
New ideas are welcomed
PROACTIVE
Resources are available to fix things before they go wrong
Management is open but still obsessed with statistics
Energy management processes are “owned” by the workforce
CALCULATIVE
We have an energy management system; we have cracked it!
Lots and lots of audits
We collect lots of statistics
FACILITATOR NOTES:
This slide gives more detail about the levels of the culture ladder. The text to the right of the boxes are things you would hear being said in a organisation at that level of the ladder.
REACTIVE
We are serious, but why don’t they do what they’re told?
Lots of discussions to re-classify energy management issues
You have to consider the conditions under which we are working
PATHOLOGICAL
The lawyers/regulator said it was OK
I’ve done my bit for energy management this year
Who has cost us money?

11. The pathological organisation
1.7
The pathological organisation
Information is hidden
Messengers are blamed
Responsibilities are ignored
Learning is discouraged
Failure is covered up
New ideas are actively crushed
OPTIONAL
The identifying characteristics of a pathological organisation, from the original author Ron Westrum.
Use this slide to expand on the culture ladder slide if the workshop participants want more detail on what an organisation is like at the pathological level of the ladder.

12. The calculative organisation
1.8
The calculative organisation
Information is collected but not well utilised
Messengers are tolerated
Responsibility is compartmentalised
Learning is allowed but neglected
Organisation is seen as just and merciful
New ideas create problems
OPTIONAL
The identifying characteristics of a calculative organisation, from the original author Ron Westrum.
Use this slide to expand on the culture ladder slide if the workshop participants want more detail on what an organisation is like at the calculative level of the ladder.

13. The generative organisation
1.9
The generative organisation
Information is actively sought
Messengers are trained
Responsibilities are widely shared
Learning is encouraged
Failure causes inquiry
New ideas are welcomed
OPTIONAL
The identifying characteristics of a generative organisation, from the original author Ron Westrum.
Use this slide to expand on the culture ladder slide if the workshop participants want more detail on what an organisation is like at the generative level of the ladder.

14. 2.0 Exercise 1: Setting the scene

15. What does energy management mean to us?
2.1
What does energy management mean to us?
Reduce energy consumption
Reduce energy cost
OPTIONAL SLIDE:
Spend no more than 5-10 minutes on this exercise. The purpose of this exercise is to come to a common understanding as a group on what aspects of energy management you want them to have in mind when completing the assessment.
This slide refers to step 4 within the step-by-step instructions within the Understanding your energy culture booklet. This is a good point at which to “set the scene” and briefly discuss with participants what energy management means to them in the context of their work and/or business.
Energy management is the process of reducing energy usage, energy cost, and reduce impact on the environment through reducing emissions. Hold a 5-10 minute discussion with the group about what energy management means to them.
Ask:
What sort of activities do you associate with energy management? Answers might include:
turning of equipment/lights when not in use
taking energy efficiency into account when purchasing equipment
calculating energy use
using public transport rather than driving
Switching to cheaper electricity or fuel suppliers
Planning journeys to save fuel
- What aspects of energy management might impact on the way we conduct business? Answers might include:
Electricity consumption and usage
Energy efficiency and waste
Transport, logistics and travel – “it’s not just about lights, but also about flights”
Carbon (dioxide) reduction and greenhouse gas (GHG) management – particularly for energy companies in oil and gas sector
NOTES:
Another important issue to consider is the size of the organisation and the legislation that it subsequently needs to be aware of and comply with. This will have an impact on the scope of energy management in their organisation.
Importantly, as a group try to come to an agreement on what aspects of energy management they should focus on in the workshop: energy use, cost, and reducing carbon emissions. For many organisations, all three are important. For some, energy cost is the motivation, and for others (such as oil and gas companies) reducing carbon emissions is the priority (as they may create their own energy).
The statements for the 14 culture dimensions in 2.0 of the booklet are generic. The term ‘Energy management’ refers to all aspects of energy management (unless you have agreed as a group to only consider one aspect), and for some dimensions energy cost, usage or carbon emissions are all discussed together.
The Energy Institute provides a free booklet that may be useful: Energy Essentials: A guide to energy management, available at
Reduce carbon and other greenhouse gas emissions

16. 3.0 Exercise 2: Understanding your energy culture

17. The workshop agreement
3.1
The workshop agreement
These workshops are anonymous
Nothing you say will be reported as from you
No notes can be traced back to you
I am here to learn from you
Your opinions are valuable
It is all about an open and honest discussion
This is a great opportunity to get your views heard and suggest some ideas about how to improve
OPTIONAL SLIDE:
You may wish to use this slide if there is a need for the workshop discussions to be confidential or anonymous. It reminds people of the agreement they enter into by participating in the workshop. It may be very important if there are issues raised in the workshop that are otherwise difficult to talk about, either in front of those higher up in the organisation’s hierarchy or who work in other areas/departments of the organisation. For example, climate change and greenhouse gas emissions could be a contentious issue in some organisations.
Be aware that people may still not feel comfortable talking about everything that is on their minds during the workshop. They may wish to talk to you individually at the end of the workshop, and it can be valuable to allow this sharing of concerns or ideas to take place.
NOTE: Remember that it is strongly advised to not have participants’ line managers or supervisors in the workshop – it is likely to obstruct open and honest discussion of the culture in any organisation to some extent, even those where people say they can talk about anything openly.

18. Complete the assessment
3.2
Complete the assessment
Individually, carefully read the descriptions for each of the 14 dimensions from the organisational characteristics (2.0 within the booklet).
Thinking about your own part of the organisation and your own experiences, for each dimension, select one description that most closely matches your experience of how the organisation ‘does things around here’.
The descriptions are generic and so will not perfectly match your experience. If you cannot decide between two descriptions, pick the one that is lower on the culture ladder.
Mark your choices on the response sheet and hand this to the workshop facilitator when done.
FACILITATOR NOTES
Time: 30 minutes
This slide refers to steps 5-10 of the workshop instructions in the Understanding your energy culture tool.
The tables in the tool describe the 14 organisational characteristics for each level of energy culture. The descriptions can be used to identify the current level of your organisational culture for each of the 14.
Have the participants read carefully through the applicable dimensions in the booklet one by one and tick their current level on the response sheet.
If they cannot decide between two descriptions they should tick the one that is lower on the culture ladder – they have to feel “certain of stepping on that rung of the ladder”. If they tick more than one, you should use their lowest choice when collating the results for the results for the whole group.
NOTES:
A response sheet can be downloaded from
If you are using the response sheet with two sides, ask the participants to complete the response sheet in duplicate, with the same responses on both sides.
When they have completed the response sheet, they can tear the sheet down the middle and keep one side for themselves as a record for subsequent discussions and give the other (duplicate) side to the facilitator in order to collate the results for the whole group.
You can start collating the results as soon as you start receiving the duplicate response sheets from participants. Simply total the number of ticks per level of culture for each dimension on a blank response sheet.
It is important that participants have enough time to reflect on all the descriptions, because the success of this workshop depends on their understanding of the differences between the levels of cultural maturity.
Not all of the 14 culture descriptions are relevant for all workshop participants. If participants have no knowledge or experience of a particular dimension they can simply leave it out and not provide an answer – let them know about this.
IMPORTANT:
Participants often ask for clarification on the following points:
What do they need to think of when rating the culture? – We suggest they reflect on the part of the organisation that they work in and are most familiar with.
Is it how the culture is now or where they want to be? – They need to rate the culture as it is now, honestly. How they would improve is a later part of the workshop process. Note that there is an alternative way of running the workshop where participants rate both where they want the organization to be and where they think it currently is.
Who are “managers”? – Clarify that this does not refer to energy managers (unless explicitly stated), but refers to line/operations managers, e.g. the budget holders and decision makers in the organisation.
Be prepared to clarify what is meant by “energy management system” in your organisation – e.g. what it is called, what it covers and includes, how it is implemented.

19. Discuss in pairs/small groups
3.3
Discuss in pairs/small groups
Discuss and compare your perceptions of the culture with the person sitting next to you
Explain why you made the choices you did
FACILITATOR NOTES
Time: 15 minutes
This is an important step in the workshop – it allows participants to “find their voice” after the individual work of reading the descriptions in the tool and scoring them.
Ask them to discuss their responses with another person and explain why they made the choices they did – what are the examples they were thinking of in their organisation that made them choose that level of culture?
There won’t be time to discuss all the dimensions – suggest they pick the ones where there had different perceptions, or that they consider to be important.
Remind them to make a note of the points that were of most interest to them, provoked the most discussion or that they consider need to worked on as a priority. This is to prepare them for the group discussion after the break, and to ensure the issues the participants consider to be most relevant are brought up.
While the participants are talking with each other, carry on collating the results for the whole group.

20. Break FACILITATOR NOTES Time: 15 minutes
Allow the participants a break for minutes.
During this time, finish collating the group results and input them into the spreadsheet (download from to create the graphs to show the participants their results in the next session.
Make sure the flipcharts and pens are ready for you to take notes of the participants’ comments and discussion of the key issues identified in the group results.

21. SAMPLE DATA 3.4 Results FACILITATOR NOTES
Replace the sample data in the slides with the graphs of the whole group results that the spreadsheet will create for you.
The graphs will illustrate the profile of the energy management culture for the organisation as perceived by the participants of the workshop.
For each dimension:
The red bars show the % of pathological and reactive responses
The yellow bar shows the % of calculative responses
The green bars show the % of proactive and generative responses
The dimensions where the green bars are largest are the strengths, where the culture is more mature.
The dimensions where the red bars are largest are the weak areas, where the culture is less mature, and where improvement actions can be identified.
NOTE: The colours have been deliberately simplified in the graph so that it is easier to select dimensions to talk about.

22. Group discussion of the results
3.5
Group discussion of the results
Where did you place yourselves? Why?
What information did you use to make your judgements?
Do others see it differently? If so, why the differences?
FACILITATOR NOTES – STEPS in workshop process
Present the results to the group and lead a group discussion about them. The purpose is to understand the culture from the participants’ perspective by getting the specific issues and detailed information about the organisation based on the generic descriptions of culture from the dimensions in the tool.
OPTIONAL: Select those dimensions where most people chose proactive or generative. These are the things that are done well - what can we learn from these? (Keep this discussion brief.)
Select with the group those dimensions where most people chose pathological or reactive. These are things we most need to improve. Bearing in mind that there will probably only be time to discuss three or four dimensions, ask the group to share experiences and examples of how these things are typically done in the organisation (people may not agree with each other!).
Make a record of the discussion on the flip chart so that people can see what you are writing. Let them verify what you have written and change or add anything so that the record is accurate.
If there are opposing views within the group record these and label them clearly. If there are different perceptions of the culture from different teams/areas/departments this is also valuable to record clearly, particularly what the participants say what the reasons for these differences are.
IMPORTANT:
The output of this discussion session is more informative and revealing than the graphs that are produced from the questionnaire. The aim is to build from those results based on the generic descriptions in the framework to specific examples of the issues and challenges in the organisation that relate to energy management culture. This rich and detailed information is used in the next part of the workshop to start identifying how the organisation can improve.

23. Next step: break-out groups – each group chooses one issue
3.6
Next step: break-out groups – each group chooses one issue
Action
What are we to do?
As a group think about these questions:
What level do we want to get to?
How, specifically, do we get there?
Who needs to be involved to make it happen?
Create 3-4 specific suggested action points
Each table needs someone to write the suggestions down legibly
Each table needs someone to report back to the room
Who will do it?
When will it be done?
Who will review it?
FACILITATOR NOTES
Step 15 from booklet.
Decide as a group which dimensions from the prior discussion to prioritise for improvement.
Break out groups will then focus on one issue. This should have a structured discussion about their chosen issue and identify specific improvement suggestions and action.
Use questions such as the following to ensure useful output:
Where are we now?
Where do we want to be – which level of the culture ladder do we want to achieve?
How can we improve?
What are we going to do differently? What do we need to do differently?
When are we going to start?
How are we going to do it?
Who will review it?
When will the follow up be?
Are the actions SMARTER:
Specific?
Measurable? (How will they know if they are being successful?)
Achievable?
Realistic?
Time based?
Evaluated?
Re-evaluated/Reviewed?
NOTE: In this part of the workshop, remember to be aware of the influence of the participants, and their level in the organisation.
When will the review take place?

24. 4.0 Workshop close Further training
Final comments and questions
Many thanks for your participation in this workshop!
for facilitator:
(you)
Contact at the Energy Institute:
Stuart King
Further training
The Energy Institute provides additional training on energy management, from e-learning aimed at teaching individuals the basics of energy management, to more advanced courses to train people to become qualified energy managers.
For more information, visit:
FACILITATOR NOTES
Use this slide to answer any questions the participants may have and let them know how they can contact you.
OPTIONAL:
This is also the time you can ask them what they learned during the workshop.
Together, you can re-examine the flip chart you wrote up at the beginning of the workshop (if this was done) about what they expected to get out of the workshop.
You can also ask the participants whether the workshop was up to their expectations?
If not: what would they do differently?
Which topics should be treated with more attention? Which topics were, according to them, not necessary?

25. Understanding your energy culture