Sustainable
Energy Efficiency
User Guide
Energy Efficiency in the Process Industries
A User-guide to Sustainable Energy Efficiency and the
Impact of the European Energy Efficiency Directive
Author: David Stockill
Contents
Contents
1 Introduction ..................................................................................................10
1.1 Preface ............................................................................................................................................10
1.2 Intended Audience ..........................................................................................................................10
1.3 How to use the Guide .....................................................................................................................11
2 Definitions, Acronyms and Terminology .....................................................12
The concept of Industrial Energy Distribution: ...............................................................................12
3 Energy Efficiency Challenges in 2013 ........................................................15
3.1 Background ....................................................................................................................................15
3.2 Process Industry Potential ..............................................................................................................17
3.3 The 2012 Energy Efficiency Directive .............................................................................................17
4 Developing the Way Forward.......................................................................18
4.1 The Overall Programme ..................................................................................................................18
4.2 Assessment of Site Energy Maturity - the Initial Health Check ......................................................20
4.3 Energy Programme Skills and Resources .....................................................................................21
5 Core Operation – The Energy Management System ..................................23
5.1 Developing an EMS ........................................................................................................................23
5.1.1 The EMS Design Workshop ...........................................................................................................24
5.1.1.1 Timing and organisation .................................................................................................................24
5.1.1.2 Attendees ........................................................................................................................................24
5.1.1.3 Agenda ............................................................................................................................................24
5.1.1.4 Outcomes........................................................................................................................................25
5.1.2 Basic Components of EMS – ‘Essential Best Practice’ ..................................................................25
5.1.2.1 Policy and Strategy .........................................................................................................................25
5.1.2.2 Accountabilities ...............................................................................................................................27
5.1.2.3 Organisation....................................................................................................................................27
5.1.2.4 Competencies .................................................................................................................................27
5.1.2.5 Work Processes ..............................................................................................................................28
5.2 ISO 50001 .......................................................................................................................................28
5.2.1 Plan-Do-Check-Act..........................................................................................................................30
5.2.2 Benefits of Certification ...................................................................................................................31
5.3 Links to Corporate Systems ...........................................................................................................31
5.4 Development Support and further Information ..............................................................................31
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Contents
6 Energy Management Information Systems .................................................32
6.1 Objectives .......................................................................................................................................32
6.2 The Components of EMIS ..............................................................................................................33
6.2.1 System configuration – hardware/software ....................................................................................33
6.2.2 Data Structures/KPI and Target Setting Philosophy .......................................................................34
6.2.3 Energy Driver Variables ..................................................................................................................36
6.2.4 Use of Energy Loss Points ..............................................................................................................36
6.3 Operating with EMIS & User Interfaces ..........................................................................................37
6.3.1 User Interfaces ................................................................................................................................38
6.4 Development of an EMIS ................................................................................................................42
6.5 Core Activities - System Building....................................................................................................42
6.5.1 Allocate Areas of Operation ............................................................................................................42
Feedstocks ......................................................................................................................................43
Products ..........................................................................................................................................43
Classes of Energy ...........................................................................................................................43
6.5.2 Energy balances .............................................................................................................................44
6.5.3 Identification of Energy Loss Points ...............................................................................................45
6.5.4 Preliminary list of KPIs ....................................................................................................................45
6.5.5 Driver Development and Identification ...........................................................................................45
6.5.6 Constraint identification ..................................................................................................................46
6.5.7 Setting Targets for KPIs and Drivers ..............................................................................................46
6.5.7.1 Historical Best performance ...........................................................................................................46
6.5.7.2 Statistical Correlation ......................................................................................................................47
6.5.7.3 First Principles Model .....................................................................................................................47
6.5.8 Data Validation ................................................................................................................................48
6.6 EMIS Skills and Competencies ......................................................................................................48
6.7 Key EMS Applications and Processes ...........................................................................................48
7 Energy Target Setting and Performance Review ........................................49
7.1 The Energy Target Setting Process ................................................................................................50
7.1.1 Site Energy Monitoring Targets and KPI Structure .........................................................................50
7.1.2 Annual Target Setting ......................................................................................................................50
7.1.3 Monthly Target Setting ....................................................................................................................51
7.1.4 Weekly Operational Targets and the setting of Operating Instructions .........................................51
7.1.5 Daily and Real-time activities ..........................................................................................................51
7.2 The Energy Performance Review Process .....................................................................................51
7.2.1 Daily Energy Performance Review .................................................................................................51
7.2.2 Weekly Energy Performance Review ..............................................................................................52
7.2.3 Monthly Site Energy Performance Review .....................................................................................52
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Contents
8 The Impact of Maintenance Practices on
Energy Performance ....................................................................................
54
9 Making a Step-change: Opportunities, Auditing
and Improvement Projects ..........................................................................
9.1 The Energy Walkthrough ................................................................................................................57
9.2 Energy Projects – Identification and Assessment ..........................................................................57
9.2.1 Team and Preparation .....................................................................................................................58
9.2.2 Assessment Process and Operational Reviews .............................................................................58
9.2.3 Project Generation and Validation ..................................................................................................59
9.3 Ongoing Improvement – The Mature Operation ............................................................................59
9.4 Financial Planning and Project Economics ....................................................................................60
9.4.1 Standard Project Economics Techniques ......................................................................................60
9.4.2 Utilities Marginal pricing .................................................................................................................62
9.4.3 Investment Thresholds for Energy Projects ...................................................................................63
56
10 Common Energy Tools and Techniques .....................................................64
10.1 Measurement and Control of Energy Streams ...............................................................................64
10.1.1 Mass and Energy Balances ............................................................................................................64
10.1.1.1 Feed and Product streams .............................................................................................................65
10.1.1.2 Steam ..............................................................................................................................................65
10.1.1.3 Fuels ................................................................................................................................................65
10.1.1.4 Electrical Power Measurements .....................................................................................................66
10.1.2 Process Control ..............................................................................................................................66
10.1.2.1 Controller Tuning and Basic Set-up. ...............................................................................................66
10.1.2.2 Feed-Forward Control .....................................................................................................................67
10.1.2.3 Constraint pushing control .............................................................................................................68
10.1.2.4 Model Predictive Control (MPC) .....................................................................................................69
10.2 Utilities Systems ..............................................................................................................................71
10.2.1 Steam Generation ...........................................................................................................................71
10.2.1.1 Boiler Feed Water Preheat .............................................................................................................71
10.2.1.2 Deaerator operation ........................................................................................................................72
10.2.1.3 Minimising Blowdown .....................................................................................................................73
10.2.1.4 Condensate Collection and Heat Recovery ...................................................................................74
10.2.2 Steam Networks and Distribution Optimisation .............................................................................74
10.2.2.1 Utilities Optimisation ......................................................................................................................75
10.2.2.2 Structural changes - Steam blending .............................................................................................76
10.3 Combustion Activities .....................................................................................................................76
10.3.1 Installed Equipment ........................................................................................................................77
10.3.1.1 Upgrade natural draught to forced draught operation...................................................................77
10.3.1.2 Improved combustion air-preheat ..................................................................................................77
10.3.1.3 Burner upgrades – low NO
10.3.2 Furnace Control ..............................................................................................................................78
and turndown ....................................................................................78
x
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Contents
10.3.2.1 Air and Fuel Measurement ..............................................................................................................78
10.3.2.2 Air-Fuel ratio control ........................................................................................................................78
10.3.2.3 Waste Gas Firing .............................................................................................................................79
10.3.3 Furnace Operations – Training and Competencies .......................................................................80
10.3.4 Maintaining Fired Equipment .........................................................................................................81
10.4 Maintenance in Support of Energy Efficiency ................................................................................81
10.4.1 Cleaning of Heat Transfer Equipment (including fin-fans) .............................................................82
10.4.2 Steam Leak Programmes ..............................................................................................................82
‘Steam Team’ example....................................................................................................................82
Steam Trap Monitoring ...................................................................................................................83
10.4.4 Lagging ...........................................................................................................................................84
10.4.5 Use of Asset Monitoring Techniques ..............................................................................................85
10.5 Pinch Analysis and Improved Heat Recovery ................................................................................86
10.5.1 Pinch Analysis .................................................................................................................................86
10.6 Variable Speed Drives.....................................................................................................................88
11 Skills and Competencies for Energy Activities ..........................................89
11.1 Organisational Core Competencies and Skill Areas ......................................................................89
11.1.1 Site Energy Manager ......................................................................................................................89
11.1.2 Process Engineers ..........................................................................................................................89
11.1.3 Utilities Engineering ........................................................................................................................90
11.1.4 Control and Instrumentation ...........................................................................................................90
11.1.5 Operational Staff .............................................................................................................................90
11.2 Important Specialist Support Skills ................................................................................................90
11.3 EMS and EMIS skills and competencies ........................................................................................91
11.4 Skill Management ...........................................................................................................................92
12 The EU Energy Efficiency Directive.............................................................93
12.1 History and Development ...............................................................................................................93
12.2 Highlights ........................................................................................................................................93
12.3 Main recommendations for the Process Industries .......................................................................94
12.3.1 Energy Audits ..................................................................................................................................94
12.3.1.1 Requirements to undergo auditing .................................................................................................94
12.3.1.2 Auditing and Energy Management Systems Exemption ...............................................................95
12.3.1.3 Requirements on SMEs ..................................................................................................................95
12.3.1.4 Minimum Audit Standards ..............................................................................................................95
12.3.2 Energy Targets and Obligation Schemes .......................................................................................96
12.3.2.1 Requirements on Member States ..................................................................................................96
12.3.2.2 Sectors to be included/excluded ....................................................................................................96
12.3.2.3 Alternate Policy Measures ..............................................................................................................96
12.4 How will it be managed? How does the EED apply to you?..........................................................97
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Contents
13 Benefits and Case Studies ..........................................................................98
13.1 The Benefits from Energy Management Systems ..........................................................................98
13.2 Case study 1 – Performance Modelling and Measurement ...........................................................99
13.3 Case study 2 – the Role of Maintenance and Management ..........................................................99
Supporting Appendices ........................................................................................... 101
Appendix A. ISO 50001 ............................................................................................ 102
A.1 Structure........................................................................................................................................102
A.2 Methodology .................................................................................................................................102
A.3 Implementing ISO 50001 ..............................................................................................................103
A.4 Contents of ISO 50001 .................................................................................................................104
Appendix B. Carbon Trust
Energy Management Maturity Matrix ......................................................................
105
Appendix C. EMIS Objectives checklist ................................................................. 106
C.1 Functionality: Does the EMIS Deliver the Following? ...................................................................106
C.2 Features: Does the EMIS Include the Following Key Features? ..................................................107
C.3 System Components ....................................................................................................................108
C.4 EMIS Support ................................................................................................................................109
Appendix D. Energy Walkthrough Template ........................................................... 110
D.1 Team Composition ........................................................................................................................ 110
D.2 Pre-Walkthrough Information to be provided by the Site .............................................................110
D.3 Site Operational Overview ............................................................................................................111
D.4 Site-Wide Energy Management Questionnaire ............................................................................ 112
D.5 Typical Process Unit Interview .....................................................................................................113
D.6 Energy Management Maturity Assessment..................................................................................114
D.7 Inventorise and prioritise opportunities for improvement ............................................................114
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Contents
Appendix E. Energy Projects –
Identification and Assessment Process..................................................................
E.1 Preparation....................................................................................................................................115
E.1.1 Information review.........................................................................................................................115
E.1.2 Plan for Assessment Period ..........................................................................................................116
E.1.3 Develop Understanding of Plant Configuration and Energy Use ................................................116
E.1.4 Operations Reviews .....................................................................................................................116
E.2 Generate Observations and Opportunities ..................................................................................117
E.2.1 Observations .................................................................................................................................117
E.2.2 Creating Opportunities .................................................................................................................118
E.2.3 Opportunities Validation ...............................................................................................................119
E.2.4 Opportunities Prioritisation and Project Development .................................................................119
E.2.5 Early Implementation (Quick-win) ................................................................................................119
E.3 Example of Observations-Gathering Datasheet ...........................................................................120
E.4 Example of Opportunity Data Base ..............................................................................................122
Potential Opportunities – Project Masterlist XYZ Company at Location ABC .............................122
E.5 Energy Improvement Proposal Template ....................................................................................123
E.5 Energy Improvement Proposal Template (continued) .................................................................124
115
Appendix F. Emerson Process Management Tools
and techniques web links ........................................................................................
125
Appendix G. EU BReF Listing .................................................................................. 126
Appendix H. Other Good Practice Guides
and sources of Information ....................................................................................
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127
Introduction
1 Introduction
1.1 Preface
The EU Energy Efficiency Directive 2011/172 (referred to as the EED) came into force in November
2012 and will be rolled out across EU Member States during 2013/14. Whilst the EED covers a complete
spectrum of activities, from domestic energy usage through buildings, transport, distribution and Industry,
the key issues relevant to the Process Industry sector are the encouragement to implement energy
management systems and also the requirement for large industrial plants to undergo regular energy
performance audits by externally accredited auditors. The EED specifically mandates the encouragement of
SMEs to adopt Best Practice in these areas.
Minimum requirements are specified in the EED to form the basis for Member States to develop their
legislation and local standards.
This manual has been expressly developed with the EED standards in mind and is designed to present a
Best Practice methodology for Process Industry Users which is consistent with and more than meets the
requirements of the EED.
1.2 Intended Audience
This guide has two prime readerships:
Firstly, Operations and Technology Managers who wish to understand the impact of the Energy Efficiency
Directive and how current Best Practice can be put to use to develop a sustainable plan leading to long
term energy efficient operation. It will also be of use to Corporate Energy Managers who are looking at
developing a company-wide energy strategy.
Secondly, it is targeted at Energy Managers and Engineers who have been charged with bringing such a
programme into reality and need a framework around which to develop the detailed Site initiatives, activities
and projects.
In developing this guide a mental model of a typical mid-range process or chemical site has been used.
This will have a traditional well-known organisational structure – Site Management Team, Operations
Department (perhaps several plants), Maintenance Department (perhaps a few zones), Technical Support,
Finance, HR, IT etc. This may or may not apply to the reader’s particular circumstances but it is hoped to be
a recognisable entity and that the reader can draw parallels with his/her own Site and organisation.
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10
Introduction
1.3 How to use the Guide
The guide is not intended as a definitive recipe book. Local circumstances, business types and
organisations will have a large influence in the actual practice employed. However the Guide should enable
a Company or location to determine a credible framework in which to operate.
Chapters 4 to 8 form the core of the Guide – Assessing the energy issues on Site, developing an Energy
Management System, Building an Energy Management Information system and running Audits and
Improvement programmes. These can be read as a complete picture, particularly useful if the reader
is coming from a site with no existing energy management structures in place. However the individual
chapters are designed as far as possible to be stand-alone in their own right and can be read as such.
Alongside this are supporting chapters on energy efficiency techniques, financial benefits, case studies,
the impact of the European Energy Directive and various detailed Appendices.
Energy Management
Processes
Chapter 7
Determine
the Plan
Chapter 4
Develop Energy
Management System
Chapter 5
Energy Management
Info Systems
Chapter 6
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Energy Improvement
Programs & Projects
Chapter 8
Secondary Energy
Losses in Final UseLosses in Transformation
Process Heat
Direct Heat
Motive Force
Illumination
Others
Primary Energy
Transformation
Process
Final Use
Useful Energy
Final Energy
Definitions, Acronyms and Terminology
2 Definitions, Acronyms and Terminology
The concept of Industrial Energy Distribution:
BReF Best Available Technology Reference Documents. Best practice
documents prepared under the IPPC.
Carbon Trust A non-profit company, established by the UK Government, that helps
organisations reduce their carbon emissions and become more
resource efficient. Its stated mission is to accelerate the move to a
sustainable, low carbon economy & reinvests surpluses
from its commercial activities to this aim.
Class of Energy A generic descriptor for different types of energy used in manufacturing
– fuel gas, electricity, steam, etc.
DCS Distributed Control System. The generic name for a typical
microprocessor-based control system used to control the production
line in the process industries. The entire system of controllers is
connected by networks for communication and monitoring.
EED Energy Efficiency Directive. Issued in 2012, the EED is a more
stringent set of targets and legislation behind a more harmonised EU
Energy Policy.
EII Energy Intensity Index. A benchmarking index, widely used in the Oil
Refining Industry, which allows comparison for energy performance
between sites and companies. Fundamentally an energy/feed ratio with
many industry-specific corrections.
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12
Definitions, Acronyms and Terminology
EMS Energy Management System. A documented system of work
processes which defines how a particular location will manage energy in
an efficient manner (strategy, responsibilities, actions, checks).
EMIS Energy Management Information System. The data storage and
reporting system, typically part of the Process Historian, which provides
energy data, calculations, reporting and the foundation for energy
consumption analysis.
ETS Emissions Trading System. Established by the EU in 2005, the ETS is a
market-based approach using cap and trade methods to control
greenhouse gases by providing economic incentives for achieving
reductions in the emissions.
Energy Drivers The plant variables (flows, temperatures) which have a direct impact on
the energy consumption of a particular unit.
Energy Project Assessment A detailed assessment of a unit energy performance leading to a set of
costed and prioritised project recommendations
Energy Walkthrough A short assessment of a location’s energy strategy, performance and
outline scope for improvement.
HPS High Pressure Steam. Typically the highest pressure level steam
generated in the Boiler House on a manufacturing complex. Normally
used for electricity generation in turbo-alternator sets.
IED Industrial Emissions Directive. 2010 Directive replacing the IPPC and
other related directives in a single updated document.
IPPC Integrated Pollution Prevention and Control. 1996 EU directive,
updated in 2008 defining the pollution control obligations with which
industrial activities must comply. It establishes a procedure for
authorising these activities and sets minimum requirements to be
included in all permits, particularly in terms of pollutants released.
ISO 50001 The International Standard for Energy Management Systems.
ISO 14001 The International Standard for Environmental Management Systems.
KPI Key Performance Indicator. A calculated measure of performance for
comparison and benchmarking purposes, e.g. tonnes fuel/tonne feed
processed.
LC(C)A Life Cycle (Cost) Analysis. Economic project evaluation techniques
which look to total costs and benefits and their phasing over the
installed life of a project investment.
LHV Lower Heating Value. The effective sensible heat available from a
combustible fuel.
LPS Low Pressure Steam. The lowest pressure steam on site – produced as
let-down from MPS consumers. Used for all general steam utilities,
tracing, low temperature process users.
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Definitions, Acronyms and Terminology
MPS Medium Pressure Steam. Often produced as the let-down steam from
electricity generation, MPS is used typically for drives, ejectors, and key
processes uses needing a high steam condensing temperature.
Pinch Analysis A methodology for minimising energy consumption of process units by
calculating thermodynamically feasible energy targets and achieving
them by optimising heat recovery systems, energy supply methods and
process operating conditions.
Plan-Do-Check-Act The basic stages in the ISO series of Management Systems.
Primary Energy Conversion The initial transformation of external fuels into energy streams, either
directly to the process or in a boiler house/utilities complex.
Process Historian A long term storage vehicle for process data (flows, temperatures),
often integrated into the DCS. Allows easy data retrieval, report
building and calculations and programming using historical plant data.
Nowadays accessed through Window/PC applications
SCADA Supervisory Control And Data Acquisition. A form of computer control
typically used for multiple sites and remote locations.
Secondary Energy Conversion The subsequent utilisation of energy already transformed into steam
and electricity by the process.
SME Small & Medium Enterprises. Defined as <250 employees and
<€50 million turnover
Stoichiometric combustion The theoretical point at which exactly enough combustion air is provided
to burn a given quantity of fuel. Below this point, partial or incomplete
combustion takes place.
Utilities systems The generic term for the collection of plants, normally boilers and power
generators, which provide site-wide common energy steams
steam, electricity, nitrogen, compressed air etc. for subsequent use by
the processing units.
Wireless technology In this instance the use of wireless technology to communicate
between field instrumentation devices and control rooms, replacing the
conventional 4 – 20mA wiring systems.
2020 Targets The EU targets on renewable and energy efficiency originally announced
in 2007.
IPPC Integrated Pollution Prevention and Control. 1996 EU directive,
updated in 2008 defining the pollution control obligations with
which industrial activities must comply. It establishes a procedure
for authorising these activities and sets minimum requirements to be
included in all permits, particularly in terms of pollutants released.
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14
Energy Efficiency Challenges in 2013
3 Energy Efficiency Challenges in 2013
3.1 Background
Energy saving initiatives in the Process Industry have had a chequered history. A regular part of industrial
life, especially since the end of ‘cheap oil’ in the mid 1970s, the tools and techniques are well known and
can generate an attractive earning power. But Industry has not moved on to new higher levels of Energy
Efficiency. Universal feedback from suppliers and customers points to issues surrounding the long term
sustainability of energy improvement programmes. Benefits erosion is common. Yet in simple terms energy
saving appears attractive – solid, understandable technology and good payback.
How does this come about?
Whilst single large capex items can make a structural change in energy performance (e.g. installation of a
co-gen unit) a plant’s energy performance is generally driven by a large set of (sometimes conflicting) factors:
• Adherence to Operational targets
• Maintenance activities (equipment efficiency and reliability)
• Employed Technology
• Design standards
• Culture and Competency
• Balancing yield/margin/energy
There is no single factor that ‘sets’ energy. Operating environments continually change. Energy efficient
operation requires continual attention to all these factors. As a result, energy has often “slipped through
the gaps” and has deteriorated at the expense of short term gains and budgetary pressures. This was not
helped by low energy prices in the early 2000s. Priorities were elsewhere.
There is no magic ‘silver bullet’. Sustainable Energy Efficiency requires a combination of technology plus
procedural and housekeeping approaches and is being encapsulated in the new Standards on Energy and
CO
Management (e.g. ISO 50001). Detailed point solutions are typically simple and well known but the
2
overall management is a more complex picture.
Fundamentally it is a control problem; at management level – using process data to analyse performance
and drive improvement, and at operational level – using modern control techniques to operate closer
to (energy efficient) constraints. Accurate, reliable plant energy measurements plus a Distributed
Control System and Process Historian provide the foundation to build a consistent approach to energy
management.
15©2013 Emerson. All rights reserved. Emerson Energy Efficiency Guide
Energy Efficiency Challenges in 2013
Improvement Programme
Increased Margin
Management Systems
Benchmarking
Industrial Best Practise
Energy
Management
Process
Reduction
CO
2
Reduced Environmental Impact
This must be complemented by Systematic Management to ensure long term sustainability and drive
Improvement. This sets the entire corporate framework in which the differing levels of control operate.
ISO 50001 specifies requirements for an organisation to establish, implement, maintain and improve an
Energy Management System. It applies to all aspects affecting energy use which can be monitored and
influenced by an organisation.
The key approach is adopting a fit-for-purpose vision which defines the aims and provides the basic checks
on management commitment and organisation together with a step-by-step approach to operational
improvement.
• Review current Energy Management Effectiveness
• Define Management Responsibilities
• Develop Simple Performance Review
• Identify and Implement initial low level applications. Quick wins
• Review and Improve
The picture emerges of high quality process energy measurements, archived in a site-wide process
historian, accessed through user-oriented (PC) interfaces. Modern control, modelling and data analysis
tools utilise this data. New measurement techniques (e.g. wireless technology) allow easy access to energy
variables which were traditionally excluded from plant instrumentation. Surrounding this is a formalised
management process which determines the accountabilities and processes to ensure continuous
performance appraisal and improvement.
This then provides the environment for sustainable energy projects and improvement programmes. Audits,
plant assessments, opportunity developments and capital projects can proceed with a foundation that will
address the ongoing support and assessment needed to ensure continual generation of benefits.
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16
Energy Efficiency Challenges in 2013
3.2 Process Industry Potential
In a future of uncertain energy supplies, volatile prices and continuing focus on CO2 emissions, managing
the efficient energy consumption of Industrial plants has to become an important ‘must do’ activity. This
complexity and uncertainty means that Carbon, climate change and energy efficiency are becoming
important Board level issues with key impacts on competitiveness, product strategies, brand and
reputation. It can be foreseen that Industrial attitudes to Energy Efficiency could be transformed in a similar
way to that of Health and Safety.
Industrial Energy Efficiency is influenced by a wide variety of factors in all aspects of operation – technology,
maintenance activities, operational excellence, design, skills, competencies and training. Whilst industry
has undertaken a variety of energy saving initiatives over many years they have shown varied success
and, historically, problems of sustainability have been reported. Efficiency gains have failed to be sustained
as long term energy savings. This is a reflection of the complexity of this multifaceted problem and an
inconsistent historical focus on energy in the light of varying energy costs and shifting industrial priorities
over time.
Fundamentally, to successfully maintain long term energy savings, it is necessary to address the core
issues of energy strategy and management within an industrial organisation. The priorities need to be
raised and energy issues embedded across all levels of an organisation. Are the accountabilities, processes
and practices in place to ensure the long term realisation of the energy saving initiatives? These provide the
backbone to the successful realisation of technological improvements.
3.3 The 2012 Energy Efficiency Directive
The European Union has recognised that without further action the EU ‘2020’ targets* are looking
increasingly difficult to achieve. For companies covered by the EUETS Carbon Trading scheme there can
still be a gulf between the trade in Carbon credits and the actual day-to-day operation out on the plant.
Accordingly the new Energy Efficiency Directive (EED) has been agreed to provide a stronger legislative
framework to drive Industry towards greater energy efficiency and is focussed more directly at the
operational level. Whilst the EED has to address a full range of energy-related business and activities, from
domestic energy usage through buildings, transport, distribution it is possible to consider the impacts on
the Process Industry which is typified by high energy chemical processing plants. The key issues relevant
to the Process Industry sector are the encouragement to implement energy management systems and
also the requirement for large industrial plants to undergo regular energy performance audits by externally
accredited auditors. The EED specifically mandates the encouragement of SMEs to adopt Best Practice in
these areas.
Minimum requirements are specified in the EED to form the basis for Member States to develop their
legislation and local standards. This manual has been expressly developed with the EED standards in mind
and is designed to present a Best Practice methodology which is consistent with and more than meets the
requirements of the EED.
*20% reduction in Greenhouse Gas Emissions, 20% of Energy from Renewables, 20% reduction in Energy Consumption.
17©2013 Emerson. All rights reserved. Emerson Energy Efficiency Guide
Developing the Way Forward
4 Developing the Way Forward
Traditional Energy Improvement projects have concentrated on the technology – typically some form of
energy audit/opportunity identification coupled with a project implementation. Perhaps run as a turnkey
project. As has been discussed, there have been issues with continued operation and sustaining long term
energy savings. It can be treated as a solution in isolation and the more complex issues in the operational
environment that surround the application are not addressed. Focus can be lost. Similarly, auditing and
energy project identification
can be a sterile activity
producing a ‘shopping list’
of projects which stand
little chance of successful
realisation if there is no
clear strategy, organisation
and commitment to seeing
them through.
Thus when a process
Improvement
Opportunities
& Projects
Technical Audit,
Best Practice
& Innovation
plant or company embarks
on a programme aimed
at improving its energy
efficiency performance a wider
picture has to be addressed for
these and other reasons already
outlined in section 3. Best practice,
technology and projects need to be exploited in an environment which addresses the company energy
strategy and ensures that all the supporting elements of that strategy – the Energy Management System –
are in place. Without this approach there is a clear risk that well-earned efficiency gains and can fade and
efficiency opportunities are not picked up. The EED recognises this and promotes both technical auditing and
opportunity identification as well as supporting the introduction of Energy Management Systems.
Aim:
Improve Energy
EED
Impacts
Management
Systems and
Performance Review
Result:
Long Term Sustained
Efficiency
Strategy,
Culture &
Operations
These complementary issues will be picked up in the forthcoming chapters.
4.1 The Overall Programme
The scenario that will now be presented assumes the case of a typical manufacturing site that wishes to
establish a sustainable energy efficiency programme. This may have been driven by one of several reasons
– some competitive benchmarking, a corporate initiative, an analysis of operating costs which highlighted
energy costs or something as simple as a new manager bringing in external experience. Anyway the site
wishes to embark on an Energy Improvement Initiative.
Of course all sites are different and some may be driven by certain dominant considerations – a constrained
utilities network, a particular fuel supply, local emissions regulations etc. The specific detailed solutions to
those are beyond the scope of this work however the overall approach to the Improvement programme is
common to all and sets the scene from which to tackle the local issues.
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Developing the Way Forward
In general the programme will be built around the following basic elements:
• Capital Investment on energy saving technology
• Plant change and operational excellence items
• Systems for Energy Management (strategies, organisation, processes, competencies)
• Energy Reporting and Analysis tools (metrics, targets, reports, etc)
Depending on the maturity of the Site more or less of these may be in place or partly developed.
The aim of the exercise is to establish the correct foundation of management systems and supporting tools
which then enables improvement and investment programmes and activities to be developed and executed
in a sustainable and profitable manner. All carried out under an agreed clear strategy and vision for site
energy performance.
The overall process is as follows:
1. Assess Site’s Energy Performance and Priorities
2. Develop Strategy
3. Develop Management Systems and Tools
4. Kick-off Energy Improvement Audit, identify projects and implement
• Technology
Energy
Strategy
• Operations
• Maintenance
• People
Develop
Programme
Assess Site
Maturity
Design
Workshop
KPIs
Work
Processes
Energy
Performance
Management
Continuous
Improvement
Tools, Projects
& Programmes
Ideally, a full improvement process and project roll-out programme should materialise as a natural
consequence of the EMS and strategy, however it can be desirable to start a ‘quick wins’ programme of
projects at an early stage to gain results momentum and buy–in from good speedy successes.
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Developing the Way Forward
4.2 Assessment of Site Energy Maturity - the Initial Health Check
In developing the energy programme a key first step is an initial assessment of the energy priorities and
also the maturity of a manufacturing site’s energy management. Typically a short (2 – 3 day) walkthrough
exercise by an experienced energy management specialist can suffice. This will be used to shape the
roll-out and priorities of the Programme.
Inputs to this process will be:
• Interviews with key management and operational staff
• Benchmarking and historical performance data
• Review of future energy constraints, external business drivers and expected impacts
• Completion of maturity assessment (e.g. Carbon Trust model)
The aim is to understand the site’s energy maturity and be able to design and shape the programme.
A typical health check Assessment agenda and data request form is given in Appendix B.
Outputs of the Assessment will be:
• Understanding of key energy issues and opportunities facing the site
• Basic map of energy utilisation across the site
• Understanding of constraints and drivers affecting future energy efficiency strategy
• Extent of, and strengths and weaknesses of the site’s current Energy Management processes
This should be in sufficient detail so as to be able to design an outline Improvement programme and,
importantly, scope the Design Workshop so as to best reflect the key site situation.
The Maturity Assessment is a powerful tool in understanding how advanced a site’s strategic and
organisational attitudes are towards energy management. Various models are available although most are
variations on the same basic theme. Examples include the Carbon Trust model (1) and also the Energy
Star Plant Managers Guide (2). Appendix B shows the Carbon Trust maturity matrix. The results of the
Assessment will play an important role in determining the Improvement Programme priorities and also the
design/evaluation of the Site Energy Management System (see section 5.2).
Both guides give more comprehensive guidance on how to use the assessment methodology and develop
the Programmes.
1) Good Practice Guide: A Strategic Approach to Energy & Environmental Management.
The Carbon Trust, GPG376.
2) An Energy Star Guide for Energy & Plant Managers. Berkeley National Laboratory, LBNL-56183.
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Developing the Way Forward
4.3 Energy Programme Skills and Resources
Two positions are essential to any Energy Improvement Programme: a sponsor on the site Management
Team and a (full-time) Programme Manager. These will lead an implementation activity (full-time or
part-time) supported by specialist resources on an as-needs basis. Beyond the implementation programme
the position of Site Energy Manager is a key long-term requirement.
The Management Team representation is vital to ensure that the inevitable cross-departmental issues
and priorities that any energy programme inevitably raises are resolved at the right level. It also promotes
the correct gravitas and commitment to the programme and should be maintained in the long term as a
permanent responsibility (e.g. refer to Maturity Assessment Matrix in Appendix B).
The Programme Manager’s role is to run the programme on a day-to-day basis and deliver the changes.
Whether this is a single role or running a team on a larger project will vary depending on the scale of activities.
Implementation Team Core skills:
• Process Engineering
• Operations Management awareness - how does the site operate, understanding the responsibilities,
information flows with lines of communication and delegation
• Basic Control and Instrumentation knowledge
• Appreciation of business economics and scheduling
• Programme management, project planning
Specialist areas (access on an as-needs basis):
• Utilities engineering
• Process Specialists
• Combustion design and operation
• Heat transfer (e.g. Pinch technology)
• Power generation
• Compressed Air
• Turbine specialist
• Advanced control and optimisation
• Measurement specialist
• Process and Statistical modelling
Operations Team Representative
Particularly on larger projects an Operations Team Representative is an important role. Perhaps a training
foreman or a day operator he/she can impart vital local operational knowledge and act as a guide and
conduit for communications between the energy team and the plant.
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Developing the Way Forward
Site Energy Manager
All organisations should have an Energy Manager or focal point as a permanent position with the following
key responsibilities:
• Site performance monitoring and communications
• Owner of site energy data and records
• Initiation and tracking of energy improvement programmes and initiatives
• Technology and good practice gate-keeping
• Site Energy liaison to external bodies (corporate, institutions)
• Owner of ISO 50001/EMS system
This position should be sufficiently senior in the organisation to be able to communicate with and influence
plant and departmental managers. There should be a clear link through to the Site Management Team
representative.
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22
Strategy
Core Operation – The Energy Management System
5 Core Operation – The Energy Management System
Energy Management forms the framework for an Organisation’s energy decision making – it is the glue that
provides consistency and focus to this multifaceted problem which otherwise can prove difficult to address
by normal operational structures. In developing an EMS the most important consideration is that it should
be ‘fit for purpose’. There is no one-size-fits-all. It must be a reflection of the facilities, priorities, strategy and
culture of the site or company in question.
In essence an Energy Management System is a documented description of how energy is managed at that
location/company. It includes strategy, accountabilities, processes to be followed and means of checking
that the processes are adhered to. Typically it may follow the well-known Plan-Do-Check-Act philosophy
that is encapsulated in the various ISO management models. Generally a set of tools and reports of energy
and related parameters (the Energy Management Information System) support the management process
(e.g. providing specific energy consumption data for performance review).
The following chapters provide guidance in establishing an Energy Management Strategy and Energy
Management Information System (EMIS). ISO 50001, the International Standard on Energy Management,
can provide a useful framework for such developments and this is addressed in section 5.2. Accreditation
to ISO 50001 also provides the compliance discipline and external recognition that some organisations may
require. But this is by no means a mandatory step.
5.1 Developing an EMS
The prime elements in developing an EMS are:
1. Understanding how Energy is currently managed
2. Developing an agreed vision of how energy will be managed in the future
3. Determining the actions to get there – defining the processes
4. Execution
Accountabilities
Organisation
Competencies
Work Processes
Assess Maturity
Where we are now
Design Workshop
Define Policy
Where we want to be
Whilst there are different ways to go through this, in the author’s experience an EMS Workshop has proved
to be the most efficient way to mobilise the process.
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Core Operation – The Energy Management System
5.1.1 The EMS Design Workshop
The EMS Design Workshop defines the aims and outcomes of the EMS. Its outcome will be the basis of
design for the system. It is essentially a Team-oriented organisation and process design process. Different
companies and locations may have their own structured problem solving techniques which are used in
such situations in which case they should certainly be used.
5.1.1.1 Timing and organisation
Typically a 1 to 2 day workshop would be sufficient, ideally held at an off-site location. It is best that the
Energy Maturity Survey (section 4.2) has been carried out first and the results circulated to attendees. In
preparation the attendees should think about how their current position and how energy consumption is
affected by the job/discipline they work in. A clear set of aims and outcomes for the workshop needs to be
developed in advance.
5.1.1.2 Attendees
The aim is to get a cross-section of people who represent areas of the company which influence how
energy is consumed by the operation. A key outcome will be arriving at a consensus as to how energy is
managed and how this could be improved so full representation is important.
Suggested attendees (for a fictitious typical manufacturing site)
• Site Management Team member with nominated Energy Responsibilities
• Energy Manager/Coordinator
• Operations Manager
• Process Engineer
• Operations representative(s)
• Maintenance Engineering representative(s)
• Planning/Scheduling
• Utilities Manager/Engineer
• Corporate Energy Focal
• Training Coordinator
• Finance/auditing/QA/data management
• External facilitator
• Other specialist engineers/roles as appropriate to the facilities
5.1.1.3 Agenda
Suggested items for the workshop agenda could include the following. These are suggested as topics for
debate which may be for the whole team or break-out/syndicate groups. Not all will apply and there may
be others however the main strand is arriving at a consensus as to the current energy operation and for the
workshop to have articulated the issues that need addressing (perhaps including suggested solutions) in
the design of the EMS.
• Review of current energy performance
• The Case for Change
• How does the Site/Company manage energy now?
• Map out current energy planning and performance review flow chart
• Current blocks to good energy efficiency practice
• Future energy environment and constraints affecting it
• Describe good practice in 5 years time: operations, technology, maintenance, people, etc
• Identify new work practices and responsibilities
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Core Operation – The Energy Management System
• How does the site energy operation fit into the bigger corporate model?
• Energy measurement and information structures
• ISO 50001 familiarisation and requirements
• Competencies and training issues
• How to address wider engagement with the Site Community on Energy Issues
• Take-away actions
5.1.1.4 Outcomes
The style and operation of the workshop will depend on local company culture and practices. However the
basic aim is to come away with a clear understanding of the current energy operation and the issues
that need to be addressed to meet future business and corporate environments and constraints. This
will then feed the design of the individual EMS components. This design work may be done by a dedicated
team or (partly) by subgroups with take-away actions from the workshop.
5.1.2 Basic Components of EMS – ‘Essential Best Practice’
A comprehensive system following ISO 50001 can be developed and reference is made to sections 5.2
and Appendix A should the user wish to go down this road. Otherwise the following areas comprise the
core elements of ‘Essential Best Practice’ which any organisation wishing to establish effective energy
management activities should address.
5.1.2.1 Policy and Strategy
The Energy Policy provides the framework and environment to everything that follows. It is the mirror that
should be used for testing energy activities and plans. There may be a Corporate Energy Policy that should
be followed. It may need developing from scratch.
Policy Issues to be considered include:
• Long term energy targets
• Industry positioning (e.g. top quartile performer)
• Capital Investment Policy for energy
• Inviolable Constraints to operation (e.g. a no-flaring policy)
• Business Policies – (e.g. to be robust from effects of local power supply irregularities)
• Staff competency and communication standards
• Working Practice standards – safe operation – legal requirements
• Wider Community targets and aspirations
Once the Policy is established it invariably leads to the strategy document and the subsequent action
plans. The strategy articulates the steps needed to achieve the Policy and the subsequent action plan is the
detailed realisation of this.
In developing a site energy strategy it is vital that all relevant parts of the organisation are addressed. We
have seen that there are many influences on energy consumption and hence to ensure sustainability that
must be reflected in the strategy. It is recommended that each major activity should be reflected in this to
ensure cross-site recognition of the energy drivers. Typical of the issues that could be addressed are:
25©2013 Emerson. All rights reserved. Emerson Energy Efficiency Guide
Core Operation – The Energy Management System
Site:
• Overall site energy targets and development of site roles and responsibilities for energy
• Key links to Corporate Energy Strategy
• Major energy project delivery goals
• Community issues
• Financial provisions for energy
• Procurement standards
• Registration to ISO 50001
Operations:
• Development of target setting and performance review processes (EMIS)
• Key operational changes (e.g. removal of high sulphur fuel)
• Development of operational energy roles and accountabilities
• Targets for energy-related operational procedures – (e.g. sootblowing frequency/operator rounds)
• Use of energy check lists
Maintenance:
• How do maintenance and availability activities affect energy consumption?
• Planning of contracts for servicing and cleaning
• Development of register and strategy for Energy Critical Equipment
• Steam leaks, traps and lagging
• Equipment condition and performance monitoring strategies
Technology:
• Energy Efficient Design standards
• New Technology and R&D exploitation strategies
• Technical auditing and Benchmarking
• Plant Improvement programmes
• Awareness and gatekeeping of external developments. External initiatives/collaborative funding
opportunities
Capital Investment:
• 5 year Capital Plan
• Development of capital planning metrics and hurdle criteria for energy projects
• Funding options
• Joint ventures
Culture and Communications:
• Energy targets in staff appraisal, communications, competency gap analysis
• Training and development courses (general and specific)
The foregoing is neither exhaustive nor mandatory – it is based on a few real-world cases – but gives a
flavour for the sort of issues across the board that will need to be assembled into the Site and Departmental
Energy Strategies. In each case the strategy should then be worked up into a (resourced) action plan
aimed at delivering the strategic items over a given time frame. Again, documents like the Carbon Trust Best
Practice Guide contain useful sections on Strategy Development.
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Core Operation – The Energy Management System
5.1.2.2 Accountabilities
The Carbon Trust evaluation matrix (section 4.2) and the preceding discussion have highlighted a long
standing issue concerning energy accountabilities. The cross-site influences on Energy mean that there
has to be accountability for Energy issues at the highest level (Site Management Team). Only in this way
can the correct span of control be achieved. Similarly, production managers, area managers and other staff
with specific energy-related responsibilities need to be held accountable for the energy components of their
jobs. These need describing in the documented Energy Management System.
5.1.2.3 Organisation
Many organisations do have an Energy Manager or focal point. That is a good start. This has been
observed in a variety of positions and backgrounds: the position may have been part of Operations,
Process Engineering or sometimes as part of the book-keeping/Internal Audit team. Incumbents have
been Engineers or sometimes Finance analysts. It has been both a part-time and full-time position. Sadly,
in too many cases, it has been observed as a low-ranking position without the influence and authority to
address the issues raised so far. It is not simply a performance-metric position or benchmarking position.
The Energy Manager has to be a catalyst for change with the mandate and spheres of influence to tackle
the cross-discipline issues that affect energy efficiency. It should be ideally a significant position within the
Process Engineering management structure.
In developing this position the Carbon Trust Matrix can help define roles and responsibilities for this
position. Section 11.1.1 discusses the job competencies for Energy Manager in more detail.
It does not stop there. Operational Energy Focal Points with key ownership of the Departmental Energy
Plan should be established within the various Operational Areas. A successful solution at one location in
the author’s experience was establishing one particular Operational Shift as ‘the Energy Shift’. The Shift had
specific energy-related responsibilities and developed ownership and skills in this field, in particular making
use of the quieter night shift to pursue their tasks (other shifts had similar focuses – reliability, environment, etc.).
Fundamentally the development of an Energy Management System requires the Company to develop and
address the organisational responsibilities for energy. This is a basic need.
5.1.2.4 Competencies
The EMS shall require the site to assess its competency needs to support the programme and institute
the relevant training to achieve those requirements. This will encompass several levels of expertise from
specialist engineering skills to general staff appreciation. Local circumstances will dictate how certain skill
or competency requirements are met – through in-house staff or calling on specialised energy skills from
external or Corporate providers.
Using the organisation previously defined there are many competency analysis and mapping tools
commercially available which can be used for monitoring employee skill databases. It is highly likely that
systems may already be in use as part of the Company HR/staff appraisal system in which case adding in
Energy-related competencies should be a relatively simple task.
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Core Operation – The Energy Management System
Skills and Training Check list:
• Energy Strategy and Business
• CO
and Emissions trading
2
• Utilities Engineering
• General Energy Efficiency techniques for Process Engineers
• Operator Good Practice techniques
• Specialised Operator Training – e.g. furnace operation
• Specialised Technical Training – e.g. Pinch Analysis and fouling abatement
Energy competencies and training will be looked at in more detail in Chapter 11.
5.1.2.5 Work Processes
With a strategy, organisation and defined competencies in place the final key element of the basic EMS are
the defined energy-related work processes. These do not need to be complex. The aim is to define and
capture the important stages of those key activities without which the Energy Policy would be at risk. They
also form the basis for the Improvement Loop – i.e. the documented process which can be improved and
updated by a means of audit and experience so as to improve the operation.
The formats can and should be simple – perhaps just a flowchart. Clarity and simplicity are key in providing
an understandable process that can be easily followed and executed. As always an important process is
the audit/check process to ensure compliance.
Suggested processes that may be suitable in a typical chemical process site include:
• Target Setting and Performance Review
• Energy Efficient Maintenance procedures
• Energy Reporting
• Operational Procedures
• Energy aspects of Design and Plant Change
• Auditing Energy Performance
• Financial and accounting processes for energy (procurement/contracts)
• Handling Energy within Planning and Scheduling
• Key energy calculations and correlations (e.g. fuel gas calorific value, meter compensations)
• Auditing the Management System compliance
This list is neither proscriptive nor exhaustive. The first two topics will be examined in more detail in Chapter 7.
5.2 ISO 50001
The forgoing describes the basic development of an Energy Management System. These should fulfil the
important requisites of this topic; given the right commitment and organisational discipline a company/site
will be able to reap the major benefits of working this way.
However, especially if the company or site already has a strong culture of systematic process management
(e.g. registrations to ISO 9001 and ISO 14001) then the development and formal registration to the new
Energy Management standard is a logical step and of course provides the discipline of external audit
and system review which can play a major role in ensuring long term sustainability of the management
processes.
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Core Operation – The Energy Management System
Following the development around the world of various local Energy Management Standards
(EN16001:2009 in Europe and ANSI MSE 200:2005 in the USA), ISO 50001 was released by ISO in June
2011 and is suitable for any organisation – whatever its size, sector or geographical location. The system is
modelled after the ISO 9001 Quality Management and ISO 14001 Environmental Management Standards
and like those, ISO 50001 focuses on a continual improvement process to achieve the objectives related
to the environmental performance of an organisation. The process follows the same Plan-Do-Check-Act
approach (Plan-Do-Check-Act, PDCA).
However, a significant new feature in ISO 50001 is the requirement to “...improve the EMS and the
resulting energy performance” (clause 4.2.1 c). The other standards (ISO 9001 and ISO 14001) both
require improvement to the effectiveness of the Management System but not to quality of the product/service
(ISO 9001) or Environmental performance (ISO 14001). Of course it is anticipated that by implementing
ISO 9001 and 14001 that an organisation would, in fact, improve quality and environmental performance,
but the Standards do not specify it as a requirement.
ISO 50001, therefore, has made a major leap forward in ‘raising the bar’ by requiring an organisation to
demonstrate that they have improved their energy performance. There are no quantitative targets specified –
an organisation chooses its own then creates an action plan to reach the targets. With this structured
approach, an organisation is more likely to see some tangible financial benefits.
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Core Operation – The Energy Management System
5.2.1 Plan-Do-Check-Act
Responsibility of
Top Management
Energy Policy
Management Representative
Energy Review
Objectives and
Action Plans
Implementation
and Realisation
Communication
DO
Training
Awareness
Operational
Control
PLAN
ACT
Monitoring
CHECK
Management Review
New Strategic Goals
Optimisation
Analysis
Corrective Action
Preventive Action
Internal Audit
The 4 phases of the PDCA circle are:
PLAN: The overall responsibility for the installed energy management system must be located with the top
management. An energy officer and an energy team should be appointed. Furthermore the organisation
has to formulate the energy policy in form of a written statement which contains the intent and direction
of energy policy. Energy policy must be communicated within the organisation. The energy team is the
connection between management and employees. In this phase the organisation has to identify the
significant energy uses and prioritise the opportunities for energy performance improvement.
DO: The stated objectives and processes are now introduced and implemented. Resources are made
available and responsibilities determined. Make sure that employees and other participants are aware
of and capable of carrying out their energy management responsibilities. The realisation the energy
management system starts.
CHECK: An energy management system requires a process for compliance and valuation of energy-related
regulations. Internal audit can help to verify that the energy management system is functioning properly and
generating the planned results. The processes are monitored with regard to legal and other requirements
(customer requirements, internal policies) as well as to the objectives of the energy management of the
organisation. The results are documented and reported to top management.
ACT: The top management prepares a written valuation based on the internal audit. This document is called
the management review. The results will be evaluated on their performance level. If necessary, corrective or
preventive actions can be initiated. Energy-relevant processes are optimised and new strategic goals are derived.
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