This translates into a different role depending on the dimensional characteristics of the structure considered: - in the case of a complex organization, the energy manager will be a leader at the helm of a group of people mainly extraction technique; - in the presence of medium-sized business will be a figure with expertise in energy management framework as possible; for companies and organizations of small size it will be an external consultant with expertise;
In the third case the management part will be limited, although this; energy accounting and the preparation of feasibility studies are generally professional tasks, but hardly a consultant can interfere with internal company procedures. The first case is the one in which it is theoretically necessary that the energy manager is a technical, as it must be essentially a high-level managers, supported by skilled specialists, able to effectively influence on energy policies business. Due to the nature by insiders of energy aspects, however, a technical profile may be preferable in this circumstance. The energy manager, therefore, consumption verification, through ad hoc audit or, if available (and it is a key aspect for effective management of energy) through the reports produced by remote control systems, remote control and automation. He worries then optimizing consumption by proper adjustment of the systems and their proper use from the point of view of energy, to promote behavior by employees and / or the occupants of the structure energy-aware and propose investments to upgrade, possibly able to improve production processes or the performance of related services.
Another function that often covers the energy manager is to purchase electricity and other energy carriers. Clearly in this case is to reduce the costs of purchase, possibly by promoting the proper management of electrical loads in order to avoid power peaks that entail higher costs. Among the less common options, but useful, there is the opportunity to work with the purchasing department to promote procedures that promote the so-called green procurement (green procurement) and the purchase of machinery characterized by low energy consumption and therefore low operating costs (life cyclecostanalysis - LCCA).
Among the major difficulties faced by the energy manager in the performance of its functions include: often the need to deal with non-technical people - both in terms of business decision makers, and that of their colleagues responsible for other tasks - which requires the ability to expose in terms simple technical concepts; the need of having to communicate with other business functions, and to understand the point of view of different profiles, in that the energy itself is a horizontal theme, which involves those who buy electricity and other fuels, but also machinery and devices, those who is responsible for the maintenance of the systems, those who design buildings and facilities, who writes the specifications of the tender, legal offices, and so on.
To solve so winning the first point is mainly requires personal qualities, the second is the involvement and commitment of top management, who must create the conditions for the energy manager can operate at its best and has the necessary cooperation. One way to answer this is to adopt a system of proper business management. Without the money, the energy manager is an ideal figure that it must have a solid foundation of efficiency, investment appraisal and legislation and markets, possibly combined with communication skills; a non-trivial mix and achievable only over time, through experience and continuous training. Needless to observe at this point as this professional as well as to perform a precise provisions of law ('art. 19 of Law 10/91) required for certain organizations becomes a strategic role in the competitiveness of any company even not falling within the regime of obligation required by law.