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Volume-40_Issue-2_June-2025
363
KORXONALARDA ENERGETIK MENEJMENTNI TASHKIL ETISH
Andijan Mechanical Engineering Institute,
Faculty of Electrical and Energy Engineering,
Department of alternative energy sources
Alijanov Doniyorbek
Andijan State Technical Institute,
Faculty of Electrical Engineering,
Student of the 4th stage of "Energy saving and energy audit".
Yaqubov Dilyorbek Doniyorbek o`g`li
Key words:
Energy, Management, Organization, Responsibilities, Structure,
Scheme, Committee, Standards, System, Support, Integration, Decision, Making,
Leadership, Efficiency, Technical, Investment, Evaluation, Reporting Budget,
Consumption
Annotatsiya
Ushbu matnda tashkil etilayotgan effektiv energiya boshqaruvining asosiy
elementlari va vazifalari mavzusida gaplashiladi. Bu, mos keluvchi joylarni aniqlash,
tashkilot strukturasi tuzilishi, standartlar yaratish va energiya boshqarish tizimlarini
amalga oshirish kabi asosiy vazifalarni belgilaydi. Qo‘shimcha ravishda, yuqori
boshqaruvning qo‘llab-quvvati, turli bo‘limlarga integratsiya va energiya
boshqaruvchi menejerlarining qaror qabul jarayonlarida o‘rnini ta’kidlaydi. Matnda
shuningdek, xodimlarni ajratish, investitsiya rejalashtirish va energiya tejash bilan
bog‘liq loyiha qiymatini baholash jarayonlarini ham qanday ravishda muvofiq tashkil
etilishi haqida aytib o‘tildi.
This text discusses the essential elements and responsibilities involved in
establishing effective energy management within an organization. It outlines key
tasks such as identifying suitable locations, developing organizational structures,
creating standards, and implementing energy management systems. Additionally, it
emphasizes the importance of senior management support, integration with various
departments, and the role of energy managers in decision-making processes. The text
also addresses the allocation of personnel, investment planning, and evaluation
procedures for energy-saving initiatives.
Данный текст обсуждает основные элементы и обязанности, связанные с
созданием эффективного энергетического менеджмента в организации. В нем
рассматриваются такие ключевые задачи, как определение подходящих
местоположений, разработка организационных структур, создание стандартов
и внедрение систем управления энергией. Кроме того, подчеркивается
важность поддержки высшего руководства, интеграции с различными отделами
и роль менеджеров по энергетике в процессах принятия решений. В тексте
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также затрагивается вопрос распределения персонала, планирования
инвестиций и процедур оценки энергосберегающих инициатив.
Energy Management Organization
1. Identifying suitable locations within the company for placing energy
management elements.
2. Ensuring that one of the managerial responsibilities is understanding and
overseeing energy consumption.
3. Providing support to the company's senior management.
4. Developing the organizational structure for nuclear energy management.
5. Creating the functional and systematic scheme of energy management,
including defining the functions of each element of the scheme.
6. Establishing the company's energy committee.
7. Developing and approving corporate standards for energy management,
updating and adding to existing standards as necessary.
8. Implementing the energy management system.
9. Supporting the operation of the energy management system. Establishing
energy management within the organization should be based on the organizational
structure of the institution. Its elements should be placed at all levels and in all
departments of the company. It is essential to prioritize the functional responsibilities
of these elements. Energy management should be applied throughout the company's
operations. The composition of the energy management team should be integrated
with all departments of the company, and energy management within the organization
should be centralized. For example, several location variants are possible:
- technical department;
- human resources department;
- finance department;
- management by executive director;
- external consultant.
Each variant has its own advantages and disadvantages. It's crucial for energy
managers to have a clear understanding of how they fit into the management structure.
The following issues are of significant importance:
1. Should all energy personnel be gathered together in one integrated unit?
2. Is it feasible to allocate energy personnel according to divisions within the
company? It's necessary to view energy management not only as a technical activity
but also as an integral part of broad organizational management. As such, energy
management should provide the following:
- Mutual understanding among all managers responsible for controlling energy
consumption, as it's one of their managerial responsibilities;
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- Recognizing the importance of managerial actions based on the "new" concept
of energy consumption. Supporting senior management not only involves motivating
employees but also integrating various departments through a committee that ensures
employees work in line with the best energy management practices.
If management isn't supported by senior leadership, the energy management
department may remain at a low level of activity, leading to inefficient utilization of
technical indicators and resources. As a result, it may not be recognized as an integral
part of the daily tasks of senior leaders and their employees.
Ignoring other benefits and considerations, an energy manager, adequately
trained and acting as a competent leader, is crucial for efficiently managing energy
without excessive deliberation. In such cases, energy management within the
company is typically entrusted to energy management personnel. Generally, the
description of an energy manager's duties includes:
- Formulating and implementing energy policies.
- Ensuring the efficient management of information on energy consumption and
emissions within the technical environment through practical and effective means.
- Regularly providing information to senior leaders and employees responsible
for decision-making.
- Increasing awareness and ensuring communication about energy issues within
the company.
- Supporting efficient management and operations of business activities and
operations.
- Identifying the company's needs based on experience in assessing energy
consumption.
- Identifying economically viable opportunities to improve energy efficiency.
- Developing an investment plan to enhance energy efficiency and reduce
environmental impact.
- Establishing and implementing procedures for evaluating and approving
energy management measures.
Additionally, several actions are necessary for effective energy management,
including:
- Clearly defining each department's responsibility for monitoring energy
consumption within the company's budget allocations.
- The ability of the energy manager to regularly report on the alignment of all
actions related to energy management and how well each department controls energy
consumption.
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- The precise organization of the committee that consolidates various
departments for energy management.
The energy manager should report to the relevant department head at least once
a month. Through this department head, the energy manager should have direct access
and delegate at least a portion of energy management responsibilities to the energy
management committee. The advantage of such a committee is that it ensures entry
into decision-making areas that directly impact energy consumption without being
solely reliant on the energy manager. Through this committee, the energy manager is
required to report to the company's leadership at least once a year. Additionally, it is
common to allocate the functions of energy management employees responsible for
investing in energy-saving initiatives. Typically, external oversight personnel should
be recruited from both the company's leadership and the energy management
committee on a regular basis.
The number of energy managers depends on several factors, including:
- The amount of energy consumption;
- The need to reduce energy consumption within the company;
- The stage reached in the development program of the company's energy
management.
The importance and tasks of production management.
Issues related to economics play a crucial role in enhancing the prosperity of the
nation. Based on this economics, efforts are made to address social issues, and robust
external defense mechanisms are established in active external policy areas. The
economic, social production, distribution, and division of labor form the backbone of
the national industrial complex, primarily centered around industrial enterprises.
Because it is in these places where direct production processes take place, creating
material wealth. The production of finished products from raw materials is a complex
process, and the production process is described with the interaction of three
elements: labor subjects, labor tools, and labor power, or labor itself. If the ratio of
these elements changes, the result of the process also changes. Throughout the history
of production, people have constantly strived to find the best ratio of these elements,
improve it, and achieve good results through efficient actions and material costs,
leading to the production of high-quality products. In practice, production
management strives to achieve the best results by distributing and utilizing production
elements wisely. This multifaceted and challenging task can only be accomplished
with a solid understanding of the principles of production and labor organization. The
process of organizing production, which has its own subject, object, and method, is
reflected in the field of “Production Management”. The subject of this discipline is
considered the activity of production in conditions of economic laws, in the field of
material, labor, and financial resources consumption, to develop methods that lead to
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high performance. It falls into the social science category, as it relates to human
relations in the production process, thus being related to economic and social sciences.
The discipline of production management is not confined to one area like other
disciplines. In each stage of its development, it studies the laws of development and
improvement, as well as the conditions for the corporation's advancement and defines
ways to improve its work. The object of “Production Management” is the food
industry enterprise. The latest definition of “enterprise” in the Law of the Republic of
Uzbekistan on “Enterprises in the Republic of Uzbekistan” specifically states: “A
subject of private entrepreneurship, which, based on the right of ownership or the
right to fully utilize property, engages in the production, sale, or processing of
products, performs works, provides services, and performs all forms of ownership
under the conditions of the law, operates as an independent economic entity.”
President Islam Karimov emphasized the following regarding the establishment and
development of enterprises in the collection “Our Goal is a Free and Prosperous
Homeland, a Free and Prosperous Life”: “In the economy, where a perfect
technological process is inherent, where forces capable of producing high-quality
products and reworking mineral and agricultural raw materials are concentrated,
enterprises play a leading role”.
In this process, priority should be given to sectors that produce products based
on local raw materials and natural resources, while employing advanced modern
technologies, not only meeting domestic demand but also competing in the external
market simultaneously. The enterprise directs its activities towards achieving its goals
by meeting the needs of the products it produces, the services it provides, or the works
it performs, thereby ensuring the economic and social benefits of its members and the
interests of the enterprise owner. The enterprise carries out its main activities in
accordance with the goals and tasks stipulated in its Charter. The Charter of the
enterprise is based on the laws and regulations of the Republic. Organizing and
managing the enterprise's activities on a scientific basis, especially working in the
conditions of market economics, requires a deep understanding of general economic
laws, making full use of all legal regulations, and wide application of modern methods
of production organization and management. “Production Management” as a
discipline is based on a single scientific method—dialectical method—similar to
other sciences. All aspects of industrial production are interrelated and change and
develop in relation to each other, presenting new, progressive phenomena as a
struggle between new and old tendencies. The dialectical method incorporates
reasoning and illustrative methods when solving problems. Methodology in science
refers to the forms and methods of learning and understanding, including the
development of research topics and theories, as well as the verification of the validity
of the identified results, namely the consistency of the object of study from the
perspective of its relevance. Therefore, methodology encompasses the collection of
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research or knowledge, the path of understanding, and the various ways of confirming
or theorizing reality. The methodological basis of “Production Management” is
formed by the general theory of dialectics. The dialectical method requires
considering factors and conditions, their manifestation, and resolution of
contradictions, taking into account contradictions, conflicts, and oppositions.
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