Jan Pařízek
In the first instalment of the ‘Energy Without Illusions’ series, we demonstrated that the energy sector has long since ceased to be merely an operational issue. It influences organisations’ finances, their competitiveness and their ability to plan for future development. However, practical experience shows that the biggest mistakes do not arise during project implementation or when selecting technologies. They arise much earlier – the moment we ask the wrong question at the outset.
A client comes to us with the idea that they need a solar power plant, a new heat source, or are planning another energy-saving project. It is only when we go through the data together, examine how the organisation operates and its long-term goals, that it often becomes clear that the real problem lies elsewhere entirely. And with that, the proposed solution changes too.
That is precisely why we regard strategic energy documents as one of the most important steps in the entire investment process. Not because they are required by legislation or grant conditions, but because they help organisations to understand their own operations, work with reliable data and make informed decisions based on a detailed action plan.
More than just a legal obligation
An energy audit is generally associated primarily with a legal obligation. Many companies and local authorities therefore view it as an administrative formality that needs to be completed and filed away. However, its true significance goes far beyond that.
A well-conducted audit marks the moment when an organisation gains a comprehensive overview of its energy management and begins to work with data rather than assumptions. Simply knowing the total energy consumption or operating costs is not enough. It is important to understand how the entire energy system actually works – where energy losses occur, when consumption peaks happen, how individual technologies operate, and what factors influence overall operations.
At this stage, data on energy consumption, operating modes, the technical condition of equipment and the organisation’s future needs are brought together for the first time. The audit thus establishes an ‘energy baseline’ – the starting point from which all further steps are derived. On this basis, an energy concept can be proposed, a strategy drawn up or preparations for specific investment projects commenced.
At this stage, data on energy consumption, operating modes, the technical condition of equipment and the organisation’s future needs are brought together for the first time. The audit thus establishes an ‘energy baseline’ – the starting point from which all further steps are derived. On this basis, an energy concept can be proposed, a strategy drawn up or preparations for specific investment projects commenced.
The difference between an audit that merely fulfils a legislative requirement and one that serves as a basis for strategic decision-making is often significant. A well-prepared report not only describes the current situation, but also identifies opportunities for greater efficiency, modernisation and long-term development. This transforms what would otherwise be a mandatory document into a genuine tool for managing future investments.
There is no one-size-fits-all energy document
The same audit will never mean the same thing to a manufacturing company, a local authority or a heating plant. Each of these organisations deals with different issues, has different objectives and makes decisions over different timeframes. We are often asked whether it is better to start with an energy audit or to draw up a strategy straight away. However, there is no single correct answer to this question. The most important thing is not which document is produced first, but what course of action it is intended to support.
Industrial companies are generally looking for ways to reduce production costs, improve operational efficiency or achieve a better return on investment. Local authorities are addressing the development and management of their assets, public infrastructure, funding opportunities and their responsibilities towards residents. Heating plants today face decisions that will shape their operations for decades to come.
A good example is the ongoing transformation of the heating sector. Operators of district heating systems are currently drawing up transformation plans, which they will submit to the Energy Regulatory Office (ERÚ). One often gets the impression that this is primarily about fulfilling a new regulatory obligation. However, a transformation plan is not merely an administrative form. It is intended to serve as the basis for the direction of the entire system. If it is drawn up solely to meet regulatory requirements, it loses its greatest value.
The same principle applies to energy audits and strategies. Simply producing the document will not drive the organisation forward. The outcome depends on the quality of the data, the method used to analyse it, and the ability to translate the findings into practical investment decisions. All of this will lead to the implementation of the study’s action plan and to tangible progress for the client.
The most important decision comes at the start
At ORGREZ ECO, therefore, we do not begin by selecting a document. We begin by understanding the problem. The first meeting with a client does not usually lead to a decision on whether to carry out an audit, draw up a concept or develop a strategy. It is far more important to understand why the organisation is addressing the change in the first place, what its objectives are, what investments it is planning, and what it actually knows about its operations. Only on the basis of this information can we recommend the correct course of action.
Modern energy management does not begin with the choice of technology or project preparation. It begins with an understanding of one’s own operations, reliable data and the ability to ask the right question at the right time. Because the first decision determines the success of all those that follow.