Mr Boyanov is an approved Executive Consultant at Appleton Greene and he has experience in globalization, management and marketing. He has achieved a Master of Science in Radio Location and Navigation Systems and a Postgraduate in Business Management. He has industry experience within the following sectors: Energy; Construction; Utilities; Consultancy and Oil & Gas. He has had commercial experience within the following countries: Kazakhstan; Iraq; Qatar; Afghanistan and Bulgaria, or more specifically within the following cities: Atyrau; Basra; Doha; Kabul and Sofia. His service skills incorporate: energy management; project development; business development; leadership and risk management.
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Mr Boyanov’s Energy Management career started in a steel mill, where he managed the power supply and industrial automation, where he gathered insight in rapid response processes. He did self-audit of the facilities, to specify the service’ needs and spares stock. His consultative services supported state and municipalities’ authorities in execution of a national energy saving program, supported by EU – a replacement of the old energy intensive mercury lamps widely used in street lighting, landscape, sports facilities and industrial entities, with sodium lamps, at that time considered as an energy saving solution. He has consulted universities, designers, lighting companies, municipalities and state authorities, for the new technology. He undertook other projects, with replacement of the old indoor lighting with electromagnetic ballasts, with electronic installations, partially financed by EU. He participated in several street lighting performance contracting projects and various commercial ones – shopping mall, stadiums, tunnels, hotels. His development continued in projects with national or municipalities’ importance, in connection with the European cohesion financing program for new construction and rehabilitation of the national infrastructure, as his country became a member of EU. He visited hundreds local and state authorities, in order to promote various development programs – road technical infrastructure, water treatment, city district heating, etc. he had program supporting responsibilities, including technical, financial and partly legal ones. Some of the projects were: urban and interurban– toll, speed enforcement, traffic control, parking, street lighting performance contracting projects, tunnels; water – municipalities’ network; national gas distribution network – control system; district heating. He was involved in private projects as well: airports –building management, airfield lighting; industrial projects – paper, metal technological processes improvements with automation solutions; national gas distribution network, control system. He was involved in wind generation projects. Besides his technical responsibilities with design and operation, he managed the Environmental impact assessment process. At that time there was a peak in applications for construction permissions and the public interest was very much excited on keeping the environment safe from wind farms. He was involved also, as a member of National Wind Association, with the growing issue of feed-in tariff, rather high at that time, destabilizing nature of wind generation to national grid and in first steps of smart grids in the country. In his next assignments he supported jet fuel supply to armies in Afghanistan through Central Asia and to civil airports in Afghanistan and Central Asia. He did research on refineries in Russia and Central Asia – availability, quality, delivery process; and tank farms audits – procedures; metering; protection – fire, terrorism, criminality; power supply, control; documentations. He prepared Standard operating procedures. US codes were applied. In his next assignment he provided consulting services for a construction of residential complex in Central Asia. The scope consisted of installation of Building Management system and integration of security, fire protection, data management, entertainment, telecommunication, HVAC, water supply, electricity and lighting. Specification of the requirements for facility services was also his task. US, UK, EU and Russian codes were applied.
Mr Boyanov is currently involved in projects in Arabian Gulf. A program in Iraq – Basra Governorate Program Management, capital projects of infrastructure planning & rehabilitation. The objectives include the new construction and rehabilitation of the existing infrastructure parts: water networks; electrical power transmission and distribution; urban and interurban roads; IT & telecommunication infrastructure; public buildings, shopping malls; gas supply networks. The strategy is to create a new living environment for a region, devastated by a war and poverty. His personal responsibilities included preparation of bids’, related to technical scope of Energy Management; consultancy services to authorities about international standards; tender contractor applicants’ pre-qualification; meetings with the applicants and consulting the decision making process of the state authority. Technical scope of Energy Management included: electrical network – transmission and distribution; electrical supply and machines’ parts of the water and gas projects; electrical facilities’ part of road network; street and landscape lighting; IT and telecommunication networks and data centers; indoor technical facilities of all buildings – fire, security, HVAC, electrical, machines, etc. The norms observed, were American, British and EU ones. In Qatar he is involved in lighting installations to various projects, in relation to the national development program and of 2022 FIFA World cup. He undertakes an investigation of construction market in the country. The construction activities are in all market segments – road and bridges, shopping malls, several stadiums and other sports facilities, high rise office building and towers, landscape, parks and others. The corruption if any is not visible and the quality of the construction is high. He follow the activities of most of the consultants and contractors and he has met some of them. At Inter-company he consults regarding the necessary roles, tasks and targets; documentation; software; customer and supplier’ approach. He undertakes price comparisons and evaluation of the suppliers’ products and also does the competition evaluation. He has activities with solar energy feasibility studies in other Gulf countries. Energy Management in this region is a developing topic. As the energy resources are abundant here, the countries enjoyed very profitable business, exporting their oil or gas. As from last year the prices went steeply down, and the exporting countries encountered changed revenues. That fact will obviously affect their national budgets. Strong subsidies of the fuel shall be re-considered, energy efficient measures shall be applied, and the de-carbonization of the national economies becomes very important. Some economies, like Dubai, have already taken great steps, others are still at the beginning of the process. Oil & gas market specialists predict the price downturn will continue, or in the best case will stay flat for long period, for years. Together will this trend, which seems uncontrollable by any institution, more and more countries apply measures for supporting of the renewable generation, that will contribute to the price development. Mr Boyanov envisages that Energy Management will become a very hot topic in Middle East countries, due to the above mentioned facts, and with his knowledge and experience, he expects his business activities in the region will continue to grow.
For many companies in Europe, an imperative reason to implement a form of Energy Management is because they are obliged to do so, due to European regulation, in specifics the Energy Efficiency Directive, which established a set of binding measures. The countries in Central Asia and Middle East are lagging behind on this matter, as most of them still have an abundance of energy resources and they apply fuel subsidy measures. The steep slide of oil prices has placed strong pressure on the budgets of those countries and makes them consider energy efficiency, de-subsidizing the fuel provision and even de-carbonizing their economies, making Energy Management a hot topic. As International codes are valid for the construction, big technologists sell products without obstacles to technological implementation. Young people from the region are studying in Western universities, becoming aware of Western energy domestic markets. On the internet, the information about the topics is available to everybody. Possibly additional promotion is unnecessary and those opportunities make energy efficiency programs acceptable in most of the countries of the region. There are also some threats to such programs –economic, political and cultural. The necessary measure of de-subsidizing the fuel provision to the population would provoke public discontent, as people have enjoyed low prices for a long time. A threat is the cultural difference between Asian and European people, as the difference is stronger in Central Asia, where the Russian influence aggravates the situation. Many European approaches are not acceptable there, as for example, the power of public opinion. Mr. Boyanov has his biggest business experience in Eastern Europe, a region with common recent past with the countries of Central Asia. There are other similarities, as Stan- countries are on the road of economic development and apply similar programs. He speaks Russian, a language that is widely used in those countries and enables him to be well accepted amongst the local communities. He has undertaken investigations in the region relating to the energy market, mining, oil & gas downstream and civil airports. In the Middle East, he has good knowledge of the construction market, the processes and market players, especially in Qatar and Southern Iraq. He has experience with US, UK and EU codes and norms, applicable in the region. He is aware of the processes within many businesses, related to the technical infrastructure of buildings and other entities and the city streets technologies. He has a deep technical expertise, mainly in electrical equipment, and also in gas and water electrical machines. He intends to specialize in Energy Management relating to indoor entities: offices; hotels; shopping malls and also in the solar generation business.
In order to implement the Energy Management process, I am going to apply the Standard ISO50001, which is based on the continual improvement cycle plan-do-check-act. The process will be incorporated in daily activities of the organization. The energies as water, air (compressed), oil & gas, electricity, heating & cooling, steam and their demand management require proper data gathering, processing and plan delivery. The existing theoretical frame and benchmark from global industry will show us what exactly data shall be gathered. I propose the research to be done from several perspectives – organizational, technical, chronological, etc. In case of good availability of data: as annual report, production data, organization chart, general policy, assets layout, utilities, procedures, facilities, significant energy users, contracts with energy, raw materials and services suppliers, I will do operational and technical predominantly quantitative analysis and propose monitoring system. If reliable information is missing, I will start with a usage of any available general information. Judgments on the performance can be done based on the information from the significant energy users, or facts as lamps switched-on in day time or water is running constantly in the toilet or air-conditioner is cycling. The hypothesis from those is that the organization lacks energy awareness and its influence on the cost. A collection of similar data, allows grouping and analysis. The analysis can be also qualitative, through surveys among employees or clients. If people say, that it is too hot and they open the windows frequently, the problem is obvious. The interviews can be done at random among the organization or sampling one department only. For analysis I will use regression and correlation approaches, mixing data from both, organizational and technical frames. For example if top Management declares full contribution to the execution of the Energy Management plan, the difference of water consumption in next quarter to be checked as a prove for such contribution. The Energy Management plan will be prepared as a result of gathering, processing and analysis of data and will provide outcomes – baseline, energy performance indicators, objectives, targets, short-term and long-term goals and action plans, for delivering improved energy usage results. Some improvement will be implemented immediately, others require investment decision. The energy usage and procurement policy will be described; the role of top management and energy team will be listed. Energy goals will be supported by metering, to be stipulated which ones. The improvement opportunities could be – new procedures, performance improvement, business process review, operations review, identification and elimination of waste, etc. I will set in the plan also a time frame and milestones, responsibilities and verification of the results and all will be documented. Ethical and security considerations will be done also, as some of the information, would be confidential or secret. The ultimate task of the plan is to make obvious the ways that energy is used, thus to increase cost awareness of the organization, followed by implementation of constant improvements of the energy demand and usage.
There are plenty of technologies in any part of the business; the main barrier for change implementation in any organization are the employees or/and the management. I will propose measures to overcome barriers – resistance to change, lack of technical knowledge; potential savings are not recognizable, poor realization, lack of systematic approach. Those measures will lead to development of the people, improving their competence, basic technical knowledge and skills and energy demand awareness. If necessary, those training will be done under my personal guidance, as they are critical success factors. Another important task is the development of an energy use profile, to demonstrate how energy use is distributed among the company facilities, as well as identify the energy source for each system. Sub-metering can be provided for the systems to further analyse the systems and to identify further reduction opportunities. Breaking down energy consumption data in separate systems allows an approach of targeting improvement activities. Further, including cost in company’ baseline and energy use profile will be easier to recognize the company’ best opportunities for improvement. I will support also the legal frame of the preparation and implementation of the Energy Management process, as per my knowledge of the regions, mentioned in my profile. Local legislation will prevail over international, in case of difference. Another part of the development is the technological one. I will support and personally contact the technology vendors of the products and the system, whose materials and solutions are going to be installed and used in the monitoring system. It is necessary for proper usage, installation, commissioning, guarantee, upgrade and services. Documentation control and communication are important topics for development. In the daily business work all signals, warning or just informational ones, any important change or emergency, must be known, considered and worked out. That requires registering and proper following. Sometimes employees plunged deeply in their daily work; dismiss the signals from energy monitoring system, considering it as a second priority. The mistake is recognized later, when a big repair is necessary or the cost of energy is already higher. That is why the rules of Energy Management System must be integrated in the company rules. My task is to convince the top management of that necessity. It is essential, may be above all other measures and development, to involve deeply the top management by a behavioural change. All technical improvements and investment solutions will not work properly, if there is no full commitment of the top management. I shall convince them, that energy performance improvement leads to business performance improvement and more profit. Their tasks also include creation of the Energy policy, approval of Energy Management plan and changing the company rules accordingly. Top management will appoint a champion of the system – the Energy Manager. I am going to communicate the positive expectations with all departments in the company – financial, purchase, facility management, etc.
After the proper data gathering, analysis of the results, creation of Energy Management plan and Energy policy, development of the employees, top management commitment, appointment of Energy Manager and Energy team and others, it is time now for implementation of the process. This is a crucial milestone, my participation is very much necessary and I am going to support the Energy Manager. Many times good intentions and plans are destroyed by improper implementation. It is also a difficult moment, when one has to make the whole organization to work in a different way. All enthusiasm would fade down, when routine operations must be changed. Here is the crucial role of the Energy Manager and his/her team to put all efforts all to be done as planned. In the same time there is a big need of flexibility. This phase could show some drawbacks of the planning that shall be amended properly and immediately. That requires also amendment in the documentation. If something shows that it is wrongly planned, an action shall be taken for amendment of the plan. That is why a cycle plan-do-check-act is a constant improvement cycle, not a one-line-process. My big support and even personal participation is necessary. The implementation needs to be undertaken step by step, in order all variables to be controlled. In case of lack of knowledge of any participant, training shall be organized immediately. The first results shall be communicated to the staff, in order to support the initial enthusiasm and further commitment. Design team, engineers, facility management and technicians will be ready to undertake amendments to the existing equipment, when necessary. Change in procurement can be applied with new tariffs, new specifications, new contracts or new suppliers, but this is not an immediate task and shall be implemented later in the process. This is the time when some quick result action to be taken, for example different set point for air-conditioning, or installation of presence detectors for lighting, or changing all filters in air-handling system. When those actions start giving results, the investment decision shall be put under consideration. Top management shall be kept well aware of each change, development, action as much as possible, in order they materialize their commitment in case of necessity. It is important that first problems are quickly removed, and is also necessary that first good results are quickly communicated. In case, that Energy Management system works properly and fruitfully at the beginning, good results will be communicated also to the market, especially to immediate suppliers and clients, for image support purposes.
I intend to engage top management in order to achieve commitment, in order to ensure that these processes will be implemented and also managed within the daily operation of the company. Their task is to control the project or process once it is approved for implementation, through Energy Manager or with direct involvement, for example with new contracts with energy suppliers. Controlling the process implementation and operation involves investment decision, contractual obligations and the ability to run the schedule and financing the operations. When results from first quick outcome activities are available, the improvements need investment decision shall be put into consideration. I will support this phase with my technical knowledge, providing proposal for optional equipment installation, for example how good is the metering and whether sub-metering devices shall improve data gathering, or installation of SCADA for central controlling of all equipment or new chiller, new lighting system, new diesel generator, etc. Installation will be done, when decision is taken. In the time of the commissioning the technological vendors shall be aware of the importance of this milestone and shall be prepared for urgent services and amendments, if necessary. Although the employees are trained, the smooth work of the system requires some special measures at the beginning. I will make myself responsible, without interfering in the work of top management, to remind, to support and to consolidate their efforts, as this is a crucial factor for the success of the project. I will remind constantly, that the mapped out and implemented plan, shall be followed strictly in management control process. The process shall be monitored and managed on operational level with the technical support of the installed equipment. The results must be constantly documented and compared. Any excessive deviation from normal results must be immediately approached, analysed and repaired. The Energy manager shall compare the performance against baseline and key performance indicators and shall take corrective actions, reporting on time to top management. I will interact with the Energy Manager, in order to create a leadership quality in him/her, as many times the proper controlling of the system will need tailor made decision and quick actions. The Energy team shall be constantly supervised and supported, as each of them will have proper zone of responsibility. In case somebody does not provide exact control in his/her space, the total system will be decreasing its effectiveness. The significant energy user shall get special attention, as any improvement in their performance will make bigger impact of the total organization. The Energy manager will create action plan, based on the phases, steps, milestones or resources of the process. He / she must constantly check the outcome and follow the time frame, consider the resources necessary – people, money, time, technology – whether available and take corrective action, and anticipate any problem. The procedures shall be reviewed constantly for legal compliance. Monitoring system shall be used for data gathering, but it also shall be controlled, evaluated and amended if necessary.
As I proposed implementation of ISO50001, its frame is on the cycle plan-do-check-act schedule. This is a constant improvement process with the involvement of top management, employees, processes, technologies, finances, etc. Each cycle starts and ends with a management review. I believe and will support creation of effective management process, in which the management review must be conducted with consideration of regular topics and with pro activity. At planned intervals, top management shall review the Energy Management system to ensure its continuing suitability, adequacy and effectiveness. Documentation will be organized in the planned way and shall be maintained. The Energy Manager shall prepare him/her-self properly with a checklist – performing of the system, comparison of the results towards baseline, problem areas – technical and organizational, investment proposals, procedures changing proposals and will take care the information provided is on the level that will ensure proper outcomes. I will propose more frequent management reviews at the beginning, for example quarterly, until the system is properly set up and results are positive. The management review provides the Energy manager with the opportunity to demonstrate leadership, or to recognize existing gaps in it, and to shape the strategy with the top management. It is the Energy manager’s responsibility to provide information and proposals which will ensure that top management properly perform their roles and meet their responsibilities. Top management cannot take direct action to the system performance, without being properly informed about the status and necessary amendments. That shows the importance of the review, which is not limited to immediate issues, but shall cover also strategic and investment issues. I will support also, that before a review an audit is conducted, to provide more systematic information. As mentioned several times, if the system is to run smoothly, it is important that top management values the benefits from energy management, makes decisions and authorizes actions. Without the commitment and involvement of the people providing the resources needed for the system, its chances of success are not big. The Energy Manager identifies the system’s needs, takes on board the views of top management, organizes and chairs the meetings, and follows up on the decisions. After the review, the proper action will be taken by the Energy Manager and his/her team. Sometimes the outcomes are the necessity of big changes in the process, or purchase and installation of new equipment, change of energy supplier, establishment of new procedures, etc. Those actions will be implemented initially with changes in the plan, additional training to the people, new equipment installation, etc. As the total process is a cycle, it will lead to a gradual technical, organizational and ultimately a cost improvement. Recognizing individual and collective efforts through awards or other recognition programs also provides opportunities to celebrate and communicate the valuable work being accomplished.
Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.