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A collective approach – the concepts
In this handbook, a collective approach is taken towards supporting SMEs in a cluster, to improve the sustainability of their businesses by taking energy efficiency and renewable energy measures. With a collective approach we mean that a coordinating party addresses the SMEs in a local industrial area, a business park, a municipality, or another geographically defined area, as a group – reaping benefits in terms of increased motivation, mutual learning, and mutual interests. The level of collectiveness may vary widely between different situations.
Local cluster of SMEs …
Is the group of SMEs that are addressed by the Trusted Partner. It can be a local industrial area, a business park, the SMEs in a municipality, or any other geographically defined area.
Trusted Partner …
Is the organization or individual that drives the development of the collective activities and supports the SMEs to improve the sustainability of their businesses by taking energy efficiency and renewable energy measures. The Trusted Partner should have a strong connection to the cluster of SMEs and should be trusted by these SMEs. While these two requirements are key, it also helps to be a neutral actor and to have a broad network of supporting stakeholders. The Trusted Partner can be for instance a business park manager, an independent local foundation for entrepreneurs, an association of SMEs, or a municipality. It is recommended that the Trusted Partner develops a clear and common ambition for the local SME energy collective.
Energy Service Suppliers …
Can be energy consultants, energy auditors, ESCOs, grid operators and technology suppliers, that provide energy expertise and services for the local SME energy collective. Their energy competence and technology knowledge are important for developing efficient solutions for the SMEs. The Trusted Partner acts as a bridge between SMEs and the energy service suppliers (ESS). In the collective’s network there may also be other important stakeholders, such as industry organizations, energy advisors, municipalities, or funding agencies.
Local SME energy collective …
Is formed when the cluster of SMEs – or a sub-group of the SMEs in the cluster – together address the challenges of adopting energy efficiency and renewable energy measures, with the support of a Trusted Partner. It can be a more loosely knit collective, focusing on knowledge sharing and networking activities, or a more formal long-term organization, providing membership benefits and engaging in common collective energy projects.
Multiplying Organizations …
Play an important role for establishment and scale-up of local SME energy collectives by identifying and supporting suitable SME clusters and Trusted Partners. They are, in general, non-profit organizations with a purpose and large potential to support SMEs in becoming more economically viable and/or to foster sustainability on the regional or national level. Examples are federations for industrial business parks, chambers of commerce, branch or SME associations, and public authorities such as regional/national energy agencies or universities or other research institutes.
A. Promoting and facilitating the collective approach
Introduction
In this chapter, you will find guidance on how to multiply the development of SME clusters into local SME energy collectives, by identifying relevant SME clusters and Trusted Partners. Further, it includes guidance on the development of a clear plan for how to provide long term support for local SME collectives. This chapter is primarily relevant for you if you have a role in a Multiplier Organization.
Multiply collectives …
You evaluate the potential of new collectives, by looking at existing SME clusters, potential Trusted Partners, and existing support and barriers for collaboration. The aim is to motivate and support a Trusted Partner to engage in developing a local SME energy collective.
Establish long-term support …
You make sure you have a clear plan for how to provide long-term support to the initiated collectives and their Trusted Partners. Trusted Partners may need support in terms of training, platforms for exchange of experience with their peers, or information on legislation and funding, in order to be able to organize and develop a collective and for increasing their energy knowledge.
B. Define scope and organize stakeholders
Introduction
In this chapter, you will find a six-step guidance on how to define the scope of your work in terms of overall objectives, activities and services to offer, how to motivate the SMEs to participate, and to organize the stakeholders. It is primarily relevant for you if you have the role of a Trusted Partner. You will find support for getting started with a collective approach or to develop those aspects that you find especially challenging.
B.1 Forming an Energy Working Group
You form a core group of persons who can support you in the development of the collective. The group could consist of representatives from SME frontrunners, energy associations, or other enthusiastic stakeholders.
B.2 Setting your ambition
You set and formulate the ambition and focus of your local energy collective - together with your Energy Working Group - and with the needs and priorities of the SME cluster in mind. The ambition level can vary widely between collectives.
B.3 Defining services and activities
You tailor the services and activities of the collective to the needs of the SMEs. The focus vary between collectives and will develop, as the energy maturity of your SMEs grows. The offer is summarized in a value proposition.
B.4 Motivating SMEs to participate
You get to know the SMEs and highlight how the services and activities offered answer to the specific challenges and business values of the individual SMEs that you contact. Ask questions and go back and adapt your offer if needed.
B.5 Involving the right stakeholders
You identify and mobilize relevant stakeholders, such as Energy Service Suppliers or public organizations, that may play a role in the local energy collective and develop your network. The network stakeholders may be more or less involved, and in different roles.
B.6 Developing the organizational structure
You develop a long-term structure for the organization, ownership, membership and revenue flows of your collective. For less mature energy collectives, free participation for the SMEs might be preferable - as the collective evolve so does organizational structure, into more formal commitments.
C. Create activities for the SMEs in the collective
Introduction
In this chapter, you will find guidance on how to develop and carry out the actual activities of the local SME energy collective. It is primarily relevant for you if you have the role of a Trusted Partner. It includes practical advice on how to motivate SMEs to continuously be involved in the collective as well as examples of relevant activities and methodologies for supporting SMEs in their needs.
D. Monitor and follow up on results
Introduction
In this chapter, you will find guidance on how to monitor and follow-up the results from the activities of the collective. Monitoring provides the foundation for improving your own work, for communicating results and for inspiring to new efforts. You set and formulate the objectives of your local energy collective, define Key Performance Indicators to monitor those objectives and collect the data needed. The final step is to get and provide feedback on the impact – and celebrate success!
E. Recognize areas in which SMEs may need support
Introduction
In this chapter, you will find further guidance about how to support SMEs in increasing their energy efficiency, through the activities described in Chapter C. It provides more in-depth knowledge about the areas of energy management and the approaches used to improve energy efficiency in companies. This chapter is primarily relevant for you if you have the role of a Trusted Partner or represent an Energy Service Supplier. It is equally relevant whether you support SMEs on an individual basis or collectively.