KEP Newsletter Issue 2, June 2015

Knowledge Exchange PlatformKnowledge Exchange PlatformPromoting Energy Effi ciency through Best Practices in Industries covered under the

Perform Achieve & Trade (PAT) SchemeNewsletter Issue-2, JuNe, 2015

INsIDeINSIDE Message of Director General,

Bureau of energy effi ciency

Knowledge exchange Platform update

IsO 50001: Industry’s Perspective

Best practice case studies• Arvind Limited, Santej• Seshasayee Paper and Boards

limited, erode• J.K. White Cement Works,

Gotan

Decarbonisation and energy effi ciency roadmap’: experiences from Cement Sector in the UK

Futuristic, Innovative, energy-efficient technologies in Aluminium Smelting

energy Management system and PAT

upcoming events

Message

Dr. Ajay MathurDirector General,Bureau of energy effi ciency

Supported by

Warm greeting to industry friends and colleagues!the challenge of achieving sustained economic progress has put energy effi ciency at the centre stage of our growth agenda for meeting many of our pressing development priorities. The Perform Achieve and Trade (PAT) scheme is geared to helping our nation realise this potential. We have already made signifi cant achievements under the PAT scheme, which is now being considered as a model for many other countries to follow. However, we need to add momentum to these eff orts across all industry sectors. This will require collaboration for knowledge exchange and a systems approach for transfer of best practices and technologies. It is also important that we build an atmosphere of collective learning and partnership with the better performing industries willing to share their knowledge with others.The initiative of Knowledge Exchange Platform (KEP) was launched by BEE on 26th February, 2015 in partnership with Institute for Industrial Productivity (IIP). KEP will respond to this need by providing the institutional framework to catalyse the transfer of best practices within and across the industry sectors. We have been very fi rm on our commitment in supporting the roadmap of activities provided in the Action Plan that was released at the launch event of KEP. We have already constituted Sector Learning Groups (SLGs) for each of the PAT sectors. With the help of these SLGs, we plan to map innovative, new and cutting edge technologies for each sector, help expand the network of experts and develop strategy to promote peer to peer learning, outreach and rapid uptake of best practices and new technologies within each sector. To compliment this eff ort, we are also organising sector level workshops and technology exhibitions where industry leaders share their best practices, experiences and impacts. We started this series with Aluminium Sector workshop in April, 2015 at Jharsuguda (Odisha), with the next workshop being planned for the Cement sector in June, 2015 at Jodhpur (Rajasthan). I will encourage the industry associations and opinion leaders in each sector to join hands with BEE in making these forums more active and vibrant. We also intend to make KEP more interactive and in line with this eff ort we have initiated a series of ‘Blogs’ on issues and topics important to the Industry. Our fi rst blog was on ‘Normalisation’ and I am happy that the industry found it relevant. I will encourage you to share the topics that you would want us to cover in our subsequent blogs and also provide feedback on how it can be made more eff ective. this issue of newsletter covers case studies, which have been selected from textile, pulp & paper and cement sectors and represent best examples of energy effi ciency projects. The aim of presenting them is to illustrate the possibility of energy effi ciency gains in a range of applications across sectors and their impacts. This newsletter also bring to you the experience of J K White Cement in implementing energy management approaches under ISO 50001 as well as voice of Aluminium sector on emerging technologies for energy effi ciency. Our objective is to evolve KEP as an active forum for discussion and we will shortly initiate a series of policy roundtable discussions on issues that are relevant to the industry. I will encourage you to write to us and provide feedback on how we can make KEP more eff ective and more responsive to your needs.

Ajay Mathur

The award winning paintings of children who participated in Painting Competition - April 2015 organised by Sesa Sterlite Limited, Jharsuguda, are presented here. Paintings of Abhisek Prasad (St. Thomas English School, Jharsuguda), Prabhusmita Parida (DAV Public School, Jharsuguda), Archyshman Pattanaik (St. Mary Higher Secondary School, Jharsuguda), Ipsita Keshari (Ghanshyam Hemlata Vidyamandir, Jharsuguda), Saloni Agarwal (DAV Public School, Jharsuguda), Payal Agarwal (DAV Public School, Jharsuguda), Ananya Dubey (St. Mary Higher Secondary School, Jharsugdua), Gitanjali Bhoi (JNV, Jharsuguda), Swagatika Patel (DAV Public school, Jharsuguda) appear below in the same order.

Newsletter Issue-2, JuNe, 20152

The Knowledge Exchange Platform (KEP) was formally launched by Bureau of energy Efficiency (BEE) on 26th February, 2015 for transfer of best practices in industries covered under the Perform Achieve and Trade (PAT) scheme. A joint Action plan of Bee and Institute for Industrial Productivity (IIP) detailing the roadmap for KEP was released by Shri P. K. Sinha, Secretary, Ministry of Power, Government of India at this launch event. A workshop was also organized at the launch event, which was presided over by Dr. Ajay Mathur, Director General, Bee, where industry representatives from different PAT sectors, shared their experience and case studies on implementation of energy efficiency projects. The details of the launch event, workshop can be viewed and downloaded from http://www.iipnetwork.org/KEP-Article.

In line with the commitments made in the Action Plan, Sector Learning Groups (SLGs) have been constituted for each of the PAT sectors in consultation with the Industry representatives and concerned Industry Associations. These SLGs have representation from Industry Association, industry leaders and technical experts and will act as advisory group for development and implementation of sector specific strategies for KEP. The SLGs will help in expanding the network of experts and developing strategy to promote peer to peer learning, outreach and rapid uptake of best practices and new technologies within each sector. the 1st SLG meeting of Aluminium and Cement sectors are planned on 20th June, 2015 at Bhubaneswar (Odisha) and 22nd June, 2015 at Jodhpur (Rajasthan), respectively.

to compliment this effort, we are also organizing sector level workshops and

technology exhibitions, where industry leaders will share their best practices, experiences and impacts. We started this series with Aluminium Sector workshop in April, 2015 at Jharsuguda (Odisha), hosted by sesa sterlite limited, for sharing of experiences on some of the best practices adopted by the Aluminium industries. A technology exhibition was also organized on the sideline of the workshop, which showcased the energy efficient technologies of leading technology providers viz. Rockwell, Siemens, Schneider, Parker, Murgappa, Crompton Greaves and Atlas Copco. The Aluminium Workshop was inaugurated by Mr. Abhijit Pati, Chief Executive Officer, Vedanta Aluminium Business.

As a prelude to the workshop, a painting, essay and quiz competition was organized by sesa sterlite for raising awareness on energy efficiency, which was participated by 2000 children. Winners of the essay, painting and quiz competition were felicitated at the inaugural session of the workshop. The workshop had participation from over 200 distinguished speakers, eminent aluminium industry leaders from NALCO, Hindalco, Balco, government agencies, research institutions and senior Industry professionals amongst many others. The next sector-specific workshop is being planned for the Cement sector in June, 2015 at Jodhpur (Rajasthan).

We also intend to make KEP more interactive and in line with this effort, we have initiated a series of ‘Blogs’ on issues and topics important to the Industry. the first Blog in the series was focussed on “PAT Normalisation- The need”, which received a good response and KeP Secretariat responded to all the queries

from industry and other stakeholders. KEP intends to pick up issues that are relevant to industry’s priorities and needs in the subsequent blogs and for this we seek your feedback and suggestions at [email protected].

In order to promote cross-sectoral interaction and knowledge exchange, we have initiated “Facilitation of friendly energy efficiency exchange visits”. We feel that this is a unique opportunity for active learning and will offer tremendous opportunity to the industry to learn from each other’s experience and knowledge. KEP has requested Industry to convey their consent to become part of this initiative. We are happy to share that so far we have received a very positive response from the industry. We will keep the KEP network informed on the progress we have achieved under this initiative. We also encourage you to write to us with any suggestion at [email protected].

KeP secretariat plans to organize sector-Specific Best Practices Workshop for Paper and Pulp sector (at New Delhi), Textile sector (at Thane, Maharashtra) and Thermal Power Sector (at Dahanu, Maharashtra) in the next quarter. These workshops are planned to be organized in partnership with the concerned industry sector. In our next edition, we will cover more details on the same. KEP also plans to launch an interactive website for the industry that will provide a guide to existing sources of information and also a searchable database of technology and service providers to enable the users to choose from a range of options and provide access to research, analysis, databases etc. You will shortly hear from the KeP secretariat regarding the website.

Knowledge Exchange Platform Update

For circulation within the KEP network only

Newsletter Issue-2, JuNe, 2015 3

Introduction

JK White Cement Works, Gotan, was commissioned in 1984 with state-of-the-art technological assistance from M/s F.L. Smidth & Co, Copenhagen, Denmark. Most of the improvements and modifications to the plant were brought about by in-house talent. The commitment of JK White’s team and leadership to technological innovations is borne out by increasing production and decreased energy consumption.

Journey towards implementation of management systems

The journey towards implementing international management systems started in 1993 (Figure 1). The plant is among the leading companies in the world to acquire ISO-9001 (1993), ISO-14001 (1998) and OHSAS-18001 (2005) certification from LRQA, UK. The plant acquired SA-8000 certification in March, 2006, from RINA, Italy. The plant’s cement products got CE mark certification by LRQA, UK, in 2010 to cater to the requirement of European countries. The JK White Cement quality control laboratory achieved NABL accreditation under the Bureau of Indian Standards, as well as EN-197-1 in 2011.

Implementation of ISO 50001, Energy Management System at JK White Cement Works

the implementation of IsO 50001 started in early 2014-15; with other management systems (for quality, environment, health and safety & social accountability) having matured, it was not hard to implement the Energy Management System (ISO 50001). A structured road map along with roles and responsibilities was prepared to implement the EnMS.

The President (Works), Mr. B. K. Arora, initiated the process leading to the implementation of IsO 50001 at JK White Cement works. It was decided to train two lead auditors, Mr. V. S. Rathore (Manager, Planning), and Mr. Manish Todwal (Engineer, Projects), for ISO 50001. the management sent them to a 3-day training in December 2013 and April 2014. Both these lead auditors prepared the IsO 50001 manual for JK White Cement works without the involvement of any external consultants.

A core energy management team was formed and Mr. Rajeev Sharma, Vice President (Technical) was appointed Management Representative (MR) for ISO

50001 to implement the enMs requirements and to ensure smooth functioning of enMs activities at organization level. Mr. Sharma is a certified energy manager and auditor, with rich O & M experience and has handled versatile functions.

the energy Management team supports the Mr in energy management activities including delivery

of energy performance improvements. the team included:

• Mr. Nitin Kaushik, Head, Mechanical, who also headed the energy management team

• Mr. K. R. Yadav, Head, Electrical

• Mr. Diwakar Bishnoi, Head, Instrumentation

• Mr. Mahesh Bhatnagar, DGM (Process) /Mr. Abhinav Thada, Asst. Engineer(Process)

• Mr. Gajendra Panwar, Engineer (Process)

• Mr. Manish Todwal, Engineer (Project), secretary of the energy management team

Implementation roadmap of ISO 50001

An action plan for implementing ISO 50001 was prepared. A snapshot of the implementation plan, from July 2014 to March 2015, is given in Table 1. Adherence to this schedule was tough but a proactive approach, years of experience and the team’s commitment led to success; the plant completed the stage 1 audit followed by Stage 2 audit. The plant received ISO 50001 certification from LRQA, UK, on 19th March 2015. The committed efforts of the team made it possible to obtain IsO 50001 certification in a short span of time.

Individual tasks in the implementation of ISO 50001:

• Identification of current energy sources and evaluation of past and present energy use and consumption.

• Identification of areas of significant energy use by facilities, equipment, systems, processes or personnel based

ISO 50001: Industry’s Perspective

Experiences of J.K. White Cement Works, Gotan– Mr. V. S. Rathore, J. K. White Cement, Gotan

1980

1985

1990

1995

2000

2005

2010

2015

2020

ISO 9001 ISO 14001 OHSAS18001

SA 8000 CE Mark NABL ISO 50001

YEAR

MANAGEMENT SYSTEMS

MANAGEMENT SYSTEMS - JOURNEY - JK WHITE

Figure 1: JK White Cement’s journey towards implementing Management Systems


Mr. B.K. Arora, President (Works), J.K. White Cement Works, Gotan (Rajasthan)

white cement production is an area where you

have a very few manufacturers thus benchmarking is difficult and to excel we have to compete with ourselves. ISO 50001 is a tool which gives us not only in time information about energy performance but also provides areas, vision and system to improve upon them. ISO 50001 provides systematic approach towards energy reductions which not only reduce energy cost but also reduce GHG emissions and improves environment. An effective implementation of IsO 50001 can only be visualise when each of us is involved and feels pride of it.

Table 2: Benefits of implementing ISO 50001

Better use of existing energy consuming assets

Promotion of energy management best practices

Implementation of new energy efficient technologies

Help to organization in increasing efficiency, reducing costs and improving energy performance

Reduced environmental impact and GHG emissions

Change in employee culture with sensitization towards energy savings and increase of voluntary initiatives to reduce the energy consumption.

on an analysis of energy use and consumption.

• Identification of relevant variables which can significantly affect energy use.

• Determination of current energy performance of sections, equipment, and processes related to significant energy use.

• Estimation of future energy use and consumption

• Identification, prioritization and re-cording of opportunities for improving energy performance.

• Deciding energy baselines for measuring energy performance

• Identification of EnPIs for monitoring and measuring energy performance

• Creating awareness amongst the employees and contract workers.

• Ensuring proper EnMS documentation

• Including criteria such as energy use, energy consumption, energy efficiency and expected operating lifetime while procuring new products/equipment/services.

Figure 2: Certificate of Approval of Energy Management System, ISO 50001:2011

Challenges faced in implementing ISO 50001

Although JK White Cement works started the journey of implementing ISO 50001 with experience of IsO 9001, IsO 14001, OHSAS 18001 and SA 8000, neither of the two lead auditors was familiar with the task of writing the ISO manuals for an organization. Proper training (from within and from outside the organization), management guidance, and a thorough study of the existing management system’s manual gave both lead auditors the knowledge needed to write the ISO 50001 manual. This job was completed without any external help, within four months.

ISO 50001 and the PAT scheme

the implementation of IsO 50001 also helps organizations to achieve the targets of the PAT scheme, because ISO 50001 is based on the PDCA cycle and emphasizes establishing energy objectives, targets and action plans and monitoring them. It also provides the opportunity to reduce energy consumption thereby improving the energy performance of the organization.

Table 1: Action Plan for implementing the ISO 50001 Energy Management SystemS.

NO.ACTIVITIES JULY-

OCT 2014

1 NOV-7

DEC 14

15-20 DEC 14

5-7 JAN 15

08-Jan-15

12-16 JAN 15

28-29 JAN 15

31-Jan-15

3-5 FEB 15

1-5 MAR

15

1 IsO 50001 manual preparation

2 IsO 50001 manual finalization by management

3 sharing of IsO 50001 manual with all employees

4 Internal auditors’ training on IsO 50001 by certifying agency

5 Gap analysis of IsO 50001 manual by certifying agency

6 Finalization of IsO 50001 manual

7 Internal audit of IsO 50001

8 Management review of IsO 50001

9 STAGE 1 audit of ISO 50001

10 STAGE 2 audit of ISO 50001


Best Practice Case Studies

Arvind Limited, Santej– Mr. Harvinder Rathee, Arvind Limited, Santej

Introduction

the Indian textile industry employs the largest number of people after the agricultural sector. It provides direct employment to more than 35 million people. The sector contributes 4% to the country’s GDP, 14% to the country’s industrial production, and around 12% to the country’s foreign exchange earnings, 18% of employment in the industrial sector, 9% of excise duty collections and more than 30% of India’s total exports. (Source: M&V Protocol for Textile Sector by Shakti)

Process

the textile industry produces a wide range of products. The production process includes four main activities: spinning; weaving and knitting; wet processing; and stitching (sewing). During spinning, the fi rst stage, fi bers are spun into yarn which is then woven into fabric on a loom. Most woven fabrics retain the natural color of the fi ber from which they are made and are called “grey fabrics” at this stage. They are then bleached, printed, dyed and fi nished (together categorized as wet processing);

the fi nal stage is stitching. Cotton, jute, wool, silk, man-made and synthetic fi bers are used as raw material.

Energy Intensity

energy costs in the textile industry account for 5%–17% of the total production cost. According to the Asian regional research Program in energy, Environment, and Climate (ARRPEEC) survey, 3–3.5 kWh of energy is consumed per kg of yarn in a modernized spinning mill; 0.09–0.2 kWh/kg of fabric in knitting units; and 0.04–0.15 kWh/kg of fabric in the dyeing process. In fabric dyeing units, the consumption of steam may vary from 4 kg to 9 kg per kg of fabric. The typical break up of electricity and thermal energy consumption for an integrated mill is shown in Figure 1 and 2. (Source: M&V Protocol for Textile Sector by Shakti)

Perform, Achieve and Trade (PAT) Scheme

textile plants having 3000 metric tonne of oil equivalent of annual energy consumption or above are Designated

Energy Consumers and covered by the Perform, Achieve and Trade (PAT) scheme of the Bureau of Energy Effi ciency. The key goal of the PAT scheme is to mandate specifi c energy effi ciency improvements for the most energy-intensive industries. In the fi rst PAT cycle (2012-2015), 90 designated consumers from the textile sector have been covered for which targets have been notifi ed. The textile sector; has been categorized into four sub sectors, spinning, processing, composite and fi ber, based on the process carried out there. The total energy consumption of these designated consumers is about 1.20 million tonnes of oil equivalent/year. (Source: PAT Booklet)

Success Story: Arvind Limited, Santej

Arvind Limited is a textile manufacturer and the fl agship company of the lalbhai Group. The company’s headquarter is at Ahmedabad, Gujarat, with units in Santej, manufacturing cotton shirting, denim, knits and bottom weight (khakis) fabrics. It has also recently ventured into technical textiles and started an Advanced Materials Division in 2011. It is India’s largest denim manufacturer and also the world’s fourth-largest producer and exporter of denim.

the unit has the following certifi cations: ISO 14001:2004, ISO 9001:2008 and OHSAS 18001:2008; the denim plant complies with energy Management systems, IsO 50001, and is certifi ed as such.

A snapshot of the plant’s energy consumption (2012-2015) is given in the Table 1 and the specifi c energy consumption during production, from 2010-2015 is shown in Figure 3.

13%

28%

18%

19%

10%

12%

Electricity

Spinning preparatory

Ringframe

Weaving

Humidification

Processing

Others

25%

15% 35%

15%

10%

Thermal

Boiler Loss

Dyeing & printing

Bleaching andfinishingHumidification &sizingSteam Distributionloss

Figure 1: Electricity consumption in a typical integrated mill

Figure 2: Thermal energy consumption in a typical integrated mill


Table 1: Energy consumption in the plant (2012-2015)

Description Unit 2012-13 2013-14 2014-15

Annual production Metric tonne (t) 28774 35159 38111

total electrical energy consumption/year

Million kWh 210.3 211.8 221.5

specifi c electrical energy consumption

kWh/t 7308 6024 5801

total thermal energy consumption (used only for process)

Million kcal 398272 484919 522971

specifi c thermal energy consumption

Million kcal/t 13.84 13.79 13.72

2.796 2.322

1.953 1.892

00.5

11.5

22.5

3

2010-12 2012-13 2013-14 2014-15

Sp. E

nerg

y C

onsu

mpt

ion

Year

Sp. Energy Consumption (MTOE/t of Production)

Sp. Energy Consumption (MTOE/t of Production)

Figure 3: Specifi c Energy Consumption in the plant (2010-2015)

Figure 4: Area-wise compressed air sharing in Composite Textile Unit (Arvind Ltd, Santej)

In the year 2014-15, the plant invested Rs. 305 lakhs on energy conservation projects. Of the diff erent energy saving projects, the one optimizing the compressed air system led to the fi rst prize in the textile sector at the prestigious National Energy Conservation Award 2014, awarded by the Ministry of Power, Government of India.

Innovative Project: Compressed Air System Optimization

Compressed air, usually referred as the 4th utility (after electricity, water and steam), is a major energy consuming utility in textile units, consuming about 30% of the total power. The cost of compressed air is about one of the largest components of a textile utility’s cost. The air compressors are considered the lifeline of the textile units, given that majority of machinery is pneumatically operated. It is also apt to say that air compressor system ranks

fourth in terms of power consumption, which makes it all the more important for any textile unit to work towards energy conservation and energy management. In the Arvind Ltd, Santej Unit, there are three main Strategic Business Units (SBU): shirting, bottoms and knits. Before this project was implemented, each SBU had a separate compressed air network. The area-wise compressed air sharing in the plant, as shown in Figure 4, was 88 % for weaving; 5% for cleaning; 4% for spinning; and, 3% for yarn dyeing.

Area-wise Compressed Air Sharing (%) in Arvind Ltd, Santej

88%

4% 5% 3%

Weaving

Spinning

Cleaning

Yarn Dyeing

Scenario before implementation

Decentralized air compressors were in operation in all sBus and dedicated air compressor houses supplied air to the respective SBU (specifi cations in Table 2 and Figure 5). Of the three compressor houses, Compressor House-I had 13 compressors (10 screw compressors and 3 reciprocating compressors) installed for shirting; Compressor House-II had 5 compressors (4 screw compressors and one centrifugal compressor) for bottoms; and Compressor House-III had 3 reciprocating compressors installed for knits.

the share of compressed air used by sBu is as shown in Figure 6; 81% of compressed air is used for shirting (37,010 CFM); 15 % for bottoms (6,650 CFM); and, 4 % for knits (1,800 CFM).

Problems necessitating innovation• The system effi ciency was lower in the

decentralized compressed air system.

SBUNo. of

compressors Flow (CFM) Power (kW)

Sp. Power (kW/CFM)

Shirti ng 13 37010 8081 0.22

Bott oms 5 6650 1560 0.23

Knits 3 1800 428 0.24

Specifi c Power Consumpti on Before Modifi cati ons 0.221

Table 2: Details of compressors for each SBU


Figure 5: Schematic diagram of decentralized air compressors at Santej unit

Figure 6: Share of compressed air used by SBU (%)

Figure 7: Schematic diagram after modifi cations: centralized air compressor at Santej Unit

C

C

C

SHIRTING

C C

BOTTOMS

C C

Compressor House I

Compressor House II Compressor House III

KW Consumption – 1560 kW

CFM Generation – 6650 CFM KW Consumption – 428 kW

CFM Generation – 1800 CFM

KW Consumption –8081 kW

CFM Generation – 37010 CFM

13 Compressors

5 Compressors

3 Compressors

KNITS

81%

15%

4%

Share of compressed air used by SBU (%)

Shirting

Bottoms

Knits

SBUs Air Consumption Shirting - 37,010 CFM Bottoms - 6,650 CFM Knits - 1,800 CFM

1. The existing smaller air compressors were replaced by centrifugal air compressors of higher capacity.

2. The compressed air network was centralized by using only six centrifugal compressors.

As shown in Figure 7 and Table 3, the central compressor house is in operation, catering to the requirement of compressed air of all SBUs. Installing centralized high capacity HT air compressors reduced the specifi c power consumption to 0.173 kW per CFM, from 0.221 kW per CFM.

• The specifi c power consumption measured was 0.221 kW per CFM, which was considerably high.

• The majority of air compressors ran in the loading /unloading mode.

• Spares and maintenance required for all air compressors was high.

• Productivity losses were observed.

• The smaller machines were less effi cient

• Compressed air quality was inferior

• Compressor operational life was short.

An analysis suggested that the compressed air system could be made more energy effi cient if properly confi gured and maintained within the context of a system-level strategy.

Scenario after implementation

to address the above issues, the following initiatives were taken.

SBU No. of compressors

Flow (CFM)

Power (kW)

Sp. Power (kW/CFM)

All: Shirting, Bottoms and Knits 6 45500 7850 0.173

Table 3: Centralized air compressors for all SBUs

Table 4: Operational aspects of project

Improved system effi ciency

Better engineered, operating at higher effi ciencies and more durable

Moisture drained simplifi ed by grouping into one system

Improved productivity

reduced operation and maintenance costs

longer operational life

reduction in inventory and ease in maintenance

Minimized energy waste


Mr. Harvinder Rathee Engineering Head Arvind Limited, Santej

with the help of internal and external

energy experts, we have taken numerous initiatives towards energy conservation and efficiency in the last couple of years and were able to reduce the plant’s specific thermal energy consumption by 22 % and specific power consumption by 18 % in the year 2013-14.

One of our initiatives was to optimize the supply of the compressed air network system for the three SBUs. This project was executed when we were increasing the plant’s production capacity and the reduction in energy consumption increased the viability of the plant’s expansion. The team is highly motivated and enthusiastic after this implementation and coming up with effective measures to increase energy efficiency.

Specific power consumption: Installing centralized high capacity HT air compressors reduced the specific power consumption to 0.173 kW per CFM, from 0.221 kW per CFM.

Financial implications: the total amount of money invested in implementing the project was about Rs. 8.50 crores. The monetary benefits achieved were Rs. 8.37 crores per annum.

Payback period: The payback period is short, at one year, which makes the project attractive for replication.

Box 1: Key impacts of the project

Team of Innovators

the team behind the successful implementation of the project were Mr. Sunil Ahelleya (Sr. Manager - Utility), Mr. Bhupendra Patel (Sr. manager - Utility),

Mr. Harvinder Rathee (Engineering Head), Mr. Kushal Trivedi (Sr. Manager - Utility) and compressor operators.

Figure 8: Compressor units before and after modification

Before modificaton After modificaton



Seshasayee Paper & Boards Limited (SPB), Erode– Dr. Sundara Raman, Seshasayee Paper & Boards Limited

Introduction

the Indian paper industry plays an important role in overall industrial growth. It accounts for about 2.6% of the world’s production of paper and paperboard. the estimated turnover of the industry is rs 50,000 crore, with an employment of about 0.5 million people directly, and 1.5 million people indirectly. (Source: IPMA)

Process

the Indian pulp and paper industry converts fibrous raw materials into pulp, paper, and paperboard products. Pulp mills manufacture only pulp, which is then sold and transported to paper and paperboard mills. A paper and paperboard mill may purchase pulp or manufacture its own pulp in-house, in which case it is referred to as an integrated mill.

Major processes in this industry include the preparation of raw materials, pulping (chemical, semi-chemical, mechanical, and waste paper), bleaching, chemical recovery, pulp drying, and paper making. The paper making process can be divided into three basic stages: (1) stock preparation; (2) wet end processing where sheets are formed; and, (3) dry end processing in which sheets are dried and finished.

Energy Intensity

Pulp and paper mills use electrical energy and thermal energy (in the form of steam) in almost all sub-processes of paper making. the consumption of steam and electricity per tonne of paper production in India is about 11-15 tonnes and 1500-1700 kWh, respectively. The average specific energy is placed at 56 GJ per tonne of paper, which is nearly twice the North American and Scandinavian standard.

Table 1: Specific Energy Consumption in the plant (2012-15)

Description Unit 2012-13 2013-14 2014-15*

Annual paper production Metric tonne (t) 119366 118197 118378

wet lap pulp exported BDMt 19652 16632 17248

total electrical energy consumption/year Million kWh 21.6 21.1 21.4

specific electrical energy consumption kWh/t 1813 1782 1740

Specific steam consumption (tonne of steam per tonne of paper)

t/t 10.6 10.3 10.3

Green power generation Mw 7.9 9.3 9.8

the Indian pulp and paper sector is expected to consume approximately 730 PJ per annum of energy in the year 2020, and 1702 PJ per annum in 2030; it is expected to emit 76 million tonnes of CO2 per annum and 164 million tonnes of CO2 per annum as GHG emissions in the years 2020 and 2030, respectively. (Source: CII Technology Compendium on Energy Saving Opportunities – Pulp & Paper)

Perform, Achieve and Trade (PAT) Scheme

the Pulp and Paper industry is a Designated Energy Consumer covered under the Perform, Achieve and Trade (PAT) scheme of the Bureau of Energy efficiency, Ministry of Power, Government of India. The key goal of the PAT scheme is to mandate specific energy efficiency improvement targets for the most energy-intensive industries.

Thirty one plants (17 wood-based, 6 agro-based, 7 recycled fibre-based and one 100% market pulp-based) have been categorized as designated consumers (DCs) based on the annual threshold energy consumption level, 30000 metric tonnes of oil equivalent. These DCs, covered by the PAT scheme, are expected to achieve energy savings of 0.119 million toe, which is 2% of the total energy savings potential

(6.686 million toe) that 478 Designated Consumers target to achieve by 2014-15. (Source: PAT Booklet)

Success Story: Seshasayee Paper & Boards Limited (SPB), Erode

Seshasayee Paper and Boards Limited (SPB), the flagship company belonging to the sPB - esVIN Group, operates an integrated pulp and, paper mill at Pallipalayam, Erode, Southern India. SPB commenced commercial production in December 1962, with a capacity of 20,000 tpa of printing, writing and poster grades. SPB expanded in stages and currently it has a capacity of around 120,000 tpa of different grades of paper. The primary raw materials used are hardwood and sugarcane bagasse. sPB is an integrated pulp and paper mill with a chemical recovery boiler cogen and a captive power plant which meets its energy requirements completely. The plant uses rapid Displacement technology in the wood pulp line, an efficient biomass (BL) based Chemical Recovery Cogen unit, and also has a high pressure (106 ksca) based captive power plant. The plant holds certification by the Forest stewardship Council, and is also ISO 9001, ISO 14001, and OHSAS 18001 certified.

A snapshot of energy consumption in the plant from 2012-2015 is shown in Table 1.

(*unaudited)


An annual reduction in specifi c energy consumption of 3 to 4 % had been achieved over the past 2-3 years by implementing innovative energy effi cient schemes (Figure 1). Together with continued annual energy savings (Table 2), GHG emissions were also reduced (Figure 2) when energy effi ciency schemes were implemented.

the plant has implemented innovative programs to improve its specifi c energy consumption performance. Of these, projects aimed at enhancing green power generation led to many awards. The plant recently won the second prize in the Pulp & Paper category at the prestigious National Energy Conservation Awards 2014, awarded by the Ministry of Power, Government of India, for its eff orts to conserve energy and for its innovative best energy effi ciency practices. The plant also won the IPMA Energy Conservation Award in 2015 for reducing energy consumption by implementing energy effi cient schemes. In view of the above achievements, it will be helpful to document the company’s approach and the benefi ts accruing to it.

turbine. The other unit comprises a chemical recovery boiler (CRB) generating steam at high pressure (65 kscg) associated with an extraction back pressure steam turbine (Table 3). An overview of the high pressure cogen battery is shown in Figure 3.

1. Green power enhancement through Medium Pressure (MP) to Low Pressure (LP) steam switch in 16 MW STG – cogeneration unit

the power is termed green, because biomass in the form of black liquor solids, is used as fuel in the recovery boiler. In order to increase the amount of power generated using green fuels, the plant team had conceived and implemented a novel scheme of minimizing the fl ow of extraction of MP steam (10.5 kscg) thereby maximizing the LP exhaust steam. With

Table 2: Energy Savings and GHG Reduction

Details Unit 2012-13 2013-14

electrical saving Mu 8.1 6.5

Coal saving tonnes - 23150

GHG emission reduction

% Basis 10%

Innovative Project: Power Generation Enhancement Schemes in High Pressure Cogeneration Battery

As early as 2005, while premier mills in India used boilers at a steam pressure of 64 kscg, SPB, went a step further

using a high pressure boiler with steaming conditions of 105 kscg and 510°C. The selection of steam pressure was aimed at achieving low specifi c steam consumption through an integrated double extraction condensing steam turbine.

the powerhouse in sPB comprises two high-pressure cogeneration stations: one captive power plant (CPP) and one chemical recovery cogeneration unit. The CPP has a coal-fi red AFBC boiler generating steam at a very high pressure associated with a double extraction condensing steam

2011-12 2012-13

0.827 0.767

0.681

0

0.2

0.4

0.6

0.8

1

2013-14

Spec.EnergyConsumptionMTOE/tproduct

PAT-Speci�c Energy Consumption

Spec.CO2Emissiont CO2 / tproduct

GHG Emission Reduction [GtoG]

Figure 1: PAT-Specifi c Energy Consumption in SPB

Figure 2: GHG Emission Reduction [GtoG] in SPB

Figure 3: High pressure cogen battery - overview

0.1 kscaata

20TPH 30 TPH

20TPH 30

Falling Film Evaporator

10.5 MW

EBP 16MW STG

90 TPH

ksca

85 TPH

DEC 21MW STG

14 MW

0-0.5MW MW

Weak Black Liquor from Pulp Mill

Strong Black Liquor 70% Concentration

Total Power : 25.5MW

New CRB 65 kg/cm2

CW

90 TPH

0-1TPH

Strong Black Liquor 70% Concentration 720 tpd

AFBC#10 106 kg/cm2

CPP

GRID

IMPORT

10.5 kg/cm2 Steam Header

Process Station Consumption

4.3 kg/cm2 Steam Header

Process Station Consumption

Table 3: Turbine Extraction - Exhaust Steam Range

Zone Steam Pressure

CPP-21 MW STG (extraction cum condensing)

CRB-16 MW STG (extraction cum back pressure)

e1 [MP] 10.5 kscg 0-30 TPH 0-60 TPH

e2 [lP] 4.3 kscg 0-60 TPH 30-130 TPH

Condensing 0.1 ksca 10-50 TPH NA


reduction in E1 (MP) steam extraction fl ow (as related to design fl ow), the temperature in the subsequent turbine nozzle increases, aff ecting the power conversion with higher de-superheating requirement of back pressure steam (Table 3 and Figure 3). The reduction in the medium pressure steam drawal had to be off set by extracting the same quantity of steam from the coal fi red 21 MW cogen unit.

• Implementationstrategyadopted

The project was implemented in two phases, as described below:

a) First phase: extraction MP steam in 16 MW STG was reduced from 18 TPH to 7-8 TPH.

b) Second phase: the increased green power gain was augmented in the second phase through minimal MP steam extraction (<1 TPH) and maximizing exhaust steam drawal from the 16 MW STG.

• Benefits

Parameter Benefi t

Green power generation

~ 0.9 MW (this included a small gain of ~ 0.1 MW due to lowered exhaust steam temperature at turbine nozzle)

Overall net gain (cogen battery) ~ 0.2 MW

renewable energy Certifi cate gain 600 units/month

In PAT parlance, reduction in SEC (specifi c energy consumption)

1000 toe/year of coal equivalent

No investment was needed to implement the scheme; it can be replicated by any industry with a cogeneration battery (using fossil fuels or non-fossil fuels).

2. Use of advanced re-insulation on high pressure recovery boiler main steam pipeline

the boiler system includes the main steam pipe-line from the high pressure

boiler outlet to the steam turbine inlet. the existing insulation mattress was removed from the main steam pipeline and replaced by advanced insulation, 210 mm thick and of high density (150 kg/m3). this resulted in a temperature drop of only about 5°C as compared to 10 - 12°C earlier, from the boiler steam outlet to the turbine inlet. This innovation greatly reduced the loss of precious thermal energy to the environment.

•Benefits

Parameter Benefi t

energy gain due to reduction in radiation and convection heat losses from steam pipeline

3 kcal/kg

Green power generation 0.3 MW

REC gain 200 units/ month

In PAT parlance, SEC reduction (specifi c energy consumption)

1500 toe/ year of coal equivalent

3. Power conversion in 21 MW Double Extraction Condensing (DEC) Steam Turbo-Generators

Power generation in the steam turbine is primarily a function of the steam enthalpy entering and leaving the turbine nozzles. Hence, it is imperative to keep the inlet steam enthalpy at the maximum possible value and make all efforts to lower the enthalpy of steam

Figure 4: Diagram of 21 MW double extraction condensing steam turbine

leaving the turbine nozzles. Based on this concept, a scheme was indigenously developed by the plant personnel to achieve maximum power practicable at all times.

Normally, the focus in thermal power plants or captive industrial units is on maintaining a good exhaust (condenser) vacuum. After detailed studies of heat and mass balance diagrams (HMBD) made available by leading steam turbine manufacturers (in India and abroad), it was clearly established that exhaust steam wetness was more important than condenser vacuum in determining power generated.

As the inlet steam enthalpy is related to HP steam pressure and temperature (the latter having more impact), the plant’s aim was to achieve the lowest exhaust steam enthalpy practicable at all times.

Objective: To maximize steam turbine cycle effi ciency through exhaust steam vacuum – dryness fraction integration in 21 MW extraction condensing steam turbo-generator

exhaust steam from the double extraction condensing turbine (Figure 4) is at a high vacuum and the waste low grade steam is condensed on the shell side with cooling water fl owing through the tubes of the condenser in a 2–pass arrangement. The return warm water is sent to a forced draft cooling tower with three cells. The cooled

21 MW Double Extraction Condensing Steam Turbine Generator


Table 4: 21 MW STG performance at high and low condensing loads

Parameter Units High Low

Condensing load TPH 42 10

HP steam in TPH 80 82

MP extrn-e1 TPH 0 19

lP extrn-e2 TPH 38 53

Cogen cycle efficiency % 64 91

electrical energy % 22 14.5

thermal energy % 42 76.5

Input energy Mwt 75 77

electrical power generation Mwe 16 .4 11.2

thermal energy dissipated Mwt 26 6.6

Figure 5: SPB CPP unit process flowsheet

E2

C

BOILER

PSH SSH

ECO

E1 To

Process To Process & Deaerator

CT

OUT

IN

CW

0.1 ata

12 ata

5 ata

Steam SJE/GSC FST

Spray

Deaerator

LP Steam

S TG ~G

water is returned to the condenser and the cycle continues (Figure 5).

the flow rate of the cooling water through the condenser was increased by about 25% (by reducing the cooling water pump throttling), which reduced the temperature differential of cooling water across the condenser. This ultimately helped increase the condenser vacuum.

• Analysis of condensing loads onoperational facets

The 21 MW DEC steam turbine was designed by BHEL for economic continuous rating with an exhaust condensing steam flow at 37 TPH. The maximum swallowing condensing load is 50 TPH.

For convenience of understanding, the steam condensing load in the condenser can be divided into 3 phases of operation of stG:• High [50 TPH ] and design loads (37 TPH) • Medium load (22 to 34 TPH)• Low load (10 to 22 TPH)

the dryness fraction of exhaust steam from the steam turbine can be as low as 88% - 89% and as high as 96 - 100%.

since the electrical power generated is directly proportional to the enthalpy differential between the inlet and exhaust steam of the turbine, it is obvious that the water/ condensate component contributes additionally to electrical power generation.

• CycleEfficiency

turbine cycle efficiency is defined as the ratio of useful heat and power output, to the heat input to the turbine. It is a good practice to enhance the condenser vacuum, primarily through further expansion of the exhaust steam before it leaves the steam turbine to the condenser. This also aids in lowering the dryness fraction (DF) of the exhaust steam; all the above factors will result in maximizing the enthalpy drop. Obviously the increase in power generation is quite significant.

• Challengesinimplementingthis project

a) The steam turbine, efficiently designed by BHEL for high vacuum

(0.90 - 0.91 at) and low dryness fraction (88%) at rated load, allows little room for manoeuvre.

b) Ensuring that the turbine is not operated on a continuous basis at the lower exhaust steam dryness is important.

these challenges were met by developing an indigenous scheme to monitor the dryness fraction of the exhaust steam. this is an indirect measurement through an algorithm relating the cooling water side measurements as well as condensing steaming conditions.

• Performance analysis – benefitsachieved

Operating the 21 Mw double extraction condensing steam turbo-generator with low condensing loads, resulted in a very high cycle efficiency, as can be seen from the results shown in Table 4.

Figure 6: Dryness fraction DCS snapshot at high condensing load -21 MW STG


Mr. N.GopalaratnamChairmanSeshasayee Paper and Boards Limited

Putting into practice the innovation aimed at enhancing energy effi ciency of the steam turbo-generator system without additional investment is commendable. this innovation can be used almost anywhere and has yielded good results for our unit.

Figure 7: 21 MW Steam Turbine - high condensing load operation

the dryness fraction was maintained at a consistently low value without any fear of over performance because of wetness-related erosion (Figures 6 & 7). This was possible because of the dryness fraction monitoring scheme in place developed in-house.

Conclusion and Scope of replication

Power generation was enhanced as a result of maintaining a high stG exhaust vacuum and a low dryness fraction consistently. Substantial energy gains would accrue for all power plants operating with exhaust condensing

steam of high dryness fraction (0.93 and beyond). The energy effi cient schemes described here and implemented at sPB can be replicated in all captive and cogeneration power plants, in all sectors.

Team of Innovators

The CPP team behind the implementation of the successful innovative project are (from left to right) Mr. Nandakumar (Instrn), Mr. Udaykumar (Elec), Mr. Sivakumar (Elec), Mr. Thirumalaiswamy (Manager-Instrn), Mr. Murthi (GM-Boiler), Mr. Nandhakumar (GM-Elec), Dr. Sundara Raman (GM-Energy/CCD)-Lead, and Mr. Thirumurugan (Chief Manager –Boiler).



J.K. White Cement Works, Gotan– Mr. V. S. Rathore, J. K. White Cement, Gotan

Introduction

the Indian cement industry is highly energy intensive and has grown robustly over the past decade. India is the world’s second largest producer of cement and its capacity is likely to register a growth of eight per cent by the end of 2015, to 395 million tonnes (from the current level of 366 million tonnes). This fi gure could rise to 421 million tonnes by the end of 2017. The cement market in India is expected to grow at a compound annual growth rate (CAGR) of 8.96% during the period 2014-2019. (Source: Cement Manufactures’ Association-CMA)

Process

Cement is made from limestone, clay, shale and other materials. These raw materials are extracted from quarries, crushed to a very fi ne powder and then blended in the appropriate proportions. This blended raw material is called ‘raw mix’ or ‘raw meal’ and is heated in a rotary kiln where it reaches a temperature of about 1400 °C to 1500 °C. The raw meal enters the kiln at the cool end and gradually passes down to the hot end, then falls out of the kiln on the clinker cooler and subsequently cools down.

The material formed in the kiln is called clinker and is composed of rounded nodules between 1 mm and 25 mm across. After cooling, the clinker is either stored temporarily in a clinker store, or passed on directly to a cement mill. The cement mill grinds the clinker to a fi ne powder. Gypsum (hydrated calcium sulphate) and other additives are added which controls the setting properties of the cement when water is added. (Source: http://www.understanding-cement.com/manufacturing.html)

Energy Intensity and Cost

the cement industry is an energy-intensive one and the largest coal consumer in the country after the power, and steel industries. Both, electrical and thermal energy are needed for its operation. Energy cost is considered a major factor in cement pricing; about 45% of the total manufacturing cost of cement is spent to meet the electrical and thermal energy demand while the rest is spent on manpower and raw material.

As shown in Figure 1, in a typical plant, 40% of the electricity consumed is used to grind clinker; 30% is used in raw material processing, and 25% in clinker production; other auxiliaries, including plant utilities, consume the balance 5%. (Source: M& V Protocol for Cement Sector by Shakti)

Perform Achieve and Trade (PAT) Scheme

the cement industry is a Designated Energy Consumer and covered by the Perform, Achieve and Trade (PAT) scheme of the Bureau of Energy Effi ciency. There are 85 Designated Consumers in the sector covered by the PAT scheme. By the end of PAT cycle 1, energy savings of 0.816 million tonne of oil equivalent/year are expected to be achieved, which is around 12% of

the total national energy saving targets. (Source: PAT Booklet)

Success Story: JK White Cement Works, Gotan (A division of JK Cement Ltd)

JK White Cement is the fi rst White Cement facility in India, which manufactures white Cement through dry process technology. the Gotan plant was commissioned in 1984 with an initial production capacity of 50,000 tonnes. It uses technical expertise from F. L. Smidth & Co. of Denmark and state-of-the-art technology with continuous on-line quality control by microprocessors and X-rays, ensuring the purest white cement. Over the years, continuous process improvements and modifi cations have increased the plant’s production capacity to 610,000 tonnes per annum. Owing to its constant R&D eff orts and updated technology J.K. Wall Putty, a new, value-added product was launched in 2002.

A snapshot of energy consumption in the plant from 2012-2015, and trends in specifi c energy consumption from 2010-2015 are shown in Table 1 and Figure 2, respectively.

A total of 17 energy saving projects have been implemented by JK White Cement in

30%

25%

40%

5%

Eletricity consumption in cement production

Raw materialpreparation

Clinker production

Clinker grinding

Others

Figure 1: Electricity consumption in cement production in a typical plant

Figure 2: Specifi c Energy Consumption in JK White Cement Works (2010-2015)

113.3

117.8

113.5 113.9

105.7

100

105

110

115

120

125

2010-11 2011-12 2012-13 2013-14 2014-15

U/T

ON

OF

CEM

ENT

YEAR

JK WHITE CEMENT WORKS- SPECIFIC ENERGY CONSUMPTION (UNIT/TON OF CEMENT)


Figure 3: GHG reduction through energy saving initiatives (tCO2e)

Table 1: Energy consumption in the plant (2012-2015)

Description Unit 2012-13 2013-14 2014-15

Annual production (white cement) Metric tonne (t) 439652 475638 489002

total electrical energy consumption/year

Million kWh 47.93 52.27 50.68

specifi c electrical energy consumption kWh/t 113.55 113.90 105.71

total thermal energy consumption (used only for process heat and not for power generation and as a raw materia)

Million kcal 372.82 418.02 415.86

specifi c thermal energy consumption

kcal/kg of clinker 1024.27 1013.94 983.42

the last two years resulting in a signifi cant reduction GHG emissions (Figure 3).

Innovative Project: Optimization of power consumption in limestone crusher and improvement in capacity utilization

the plant’s production capacity had increased to 1550 tPD necessitating a corresponding increase in the limestone crusher’s capacity to meet the kiln’s requirement. The management decided to replace the existing primary crusher APS-1313 with a new primary crusher APMS-1313 and use existing primary

crusher (APS-1313) as an additional limestone secondary crusher in 2013-14 without stopping kiln operation. The aim was to double the crushing capacity from 100 TPH to 200 TPH. However, the desired limestone crushing output of 200 TPH could not be achieved even after installing the secondary crusher; in addition, the power

consumption of the limestone crushing section became 2.50 kWh/t of cement, from the normal value of 2.0 kWh/t of cement.

Methodology adopted

the talented in-house team used brainstorming sessions, departmental meetings and a root cause analysis tool to analyze the problem scientifi cally. A fi shbone diagram (Figure 5) was prepared to understand the root cause of the problems. A detailed implementation plan was prepared by the team (Table 2) to carry out the task as per a schedule.

Challenges faced during implementationa) The major challenge was to optimize

the load on the primary and secondary crushers. After the installation of new primary crusher and secondary crusher, it was found that secondary crusher was running under loaded. To increase the feed size and to reduce the crushing time at primary crusher, gap of primary crusher’s three impact arms was adjusted so that primary crusher run on optimized load and at the same time, due to this, the optimized running return material coming from screen will go in time in secondary crusher for optimized loading, so that both the crushers run on their optimized load.

b) It was found that the screen was often jammed by material. The reason was the small screening area in proportion to the material received there. A larger screen, with dimensions 6.5 x 19.5 feet was installed to replace the old one (4 x 12 feet). The screen’s capacity increased from 200 TPH to 375 TPH.

0100020003000400050006000700080009000

1000011000120001300014000150001600017000

2011-12 2012-13 2013-14 2014-15

GH

G R

EDU

CTIO

N IN

tCO

2e

YEAR

GHG REDUCTION THROUGH ENERGY SAVING INITIATIVES (tCO2e)

tCO2e

100

125

150

175

200

225

1984-85 1986-87 1988-89 1995-96 1999-2000 2000-01 2006-07 2012-13 2014-15

POW

ER C

ON

CUM

PTIO

N (k

Wh/

MT

OF

CEM

ENT)

YEAR

J.K.WHITE CEMENT - POWER CONSUMPTION (kWh/MT OF CEMENT)

800

900

1000

1100

1200

1300

1400

1500

1600

1700

1800

1900

2000

2100

2200

1984-85 1986-87 1988-89 1995-96 1999-2000 2000-01 2006-07 2012-13 2014-15

FUEL

CO

NCU

MPT

ION

(kca

l/kg

OF

CLIN

KER)

YEAR

J.K.WHITE CEMENT - FUEL CONSUMPTION (kcal/kg OF CLINKER)

0

50000

100000

150000

200000

250000

300000

350000

400000

450000

500000

550000

600000

650000

1984-85 1986-87 1988-89 1995-96 1999-2000 2000-01 2006-07 2012-13 2014-15

AN

NU

AL

PRO

DU

CTIO

N C

APA

CITY

(MT)

YEAR

J.K.WHITE CEMENT - ANNUAL PRODUCTION CAPACITY (MT)

Figure 4: Decrease in power consumption and fuel consumption; increase in annual production capacity since the inception of the plant

Figure 5: Fishbone diagram for identifying the root cause of increase in power consumption in crusher section

Old Gear Box

Less belt width Lower capacity (221BC2 &211BC1) Motor

Less screening Load sharing Area Screen Jamming Lower vibration Amplitude Lower screening Capacity (TPH)

Higher speci�c power consumption of

Limestone crusher

Push feeder

Vibrating Screen

Primary & Secondary

crusher

Belt width


Table 2: Implementation plan to increase the capacity and to reduce the specifi c power consumption

S. N0. Action Mar-13 May-13 Aug-13 Dec-13 Aug-14

1 Screen to vibro feeder belt conveyor width increased from 600 mm to 800 mm

2 Installation of secondary crusher with new dust collector and vibro feeder

3 Replacement of existing primary crusher (Model- APS 1313) with new crusher (Model APSM 1313)

4 Primary crusher to screen belt conveyor width increased from 800 mm to 1000 mm

5 Replacement of existing screen (Model SS9 , size 4 ft x 12 ft) with new screen (Model A260.1-SK , size 6000 x 2000 mm)

6 Increasing the screen unbalance mass weight to increase the screen vibration amplitude from 6 mm to 8 mm

7 Increasing the screen unbalance mass weight to increase the screen vibration amplitude from 8 mm to 10 mm

8 Push feeder motor and gear box replaced

c) After replacing the screen, achieving the optimum screening effi ciency was a big task. The screen’s vibration amplitude was increased in two phases; fi rst, from 6 mm to 8 mm, and then in the second phase, from 8 mm to 10 mm to optimize the output from the screen.

d) When the above tasks were completed, it was found that the existing motor of the push feeder could not take the load of the increased tonnage. It was decided to replace the existing motor (11 kW, 1500 rpm) with a newer higher capacity (30 kW, 3000 rpm) motor.

e) Adherence to the implementation schedule of each activity was a tough task since the kiln had to be kept running.

the schematic diagrams of before and after implementation of modifi cations in limestone crusher are shown in Figure 6 and 7.

Impacts and benefi ts• Energy Cost: savings achieved by

reduced energy consumption in 2014-15 is Rs. 12 lacs. Savings expected in 2015-16 is Rs. 20 lacs, as the plant has further reduced limestone crusher’s specifi c energy consumption which is presently 2.00 kWh/t of cement.

• Financial implications: the total amount of money invested in implementing this project was approximately Rs. 1 crore.

Figure 6: Schematic diagram of crushing section when operating at 110 TPH

Figure 7: Schematic diagram of crushing section when operating at 200 TPH

Before implementation: Only single crusher i.e. primary crusher (APS-1313) was in the circuit.

After implementation: Primary crusher was replaced with model APSM 1313; APS 1313 was installed as secondary crusher; Screen was upgraded and replaced with one of higher capacity; Screen vibration amplitude was increased from 8 to 10 mm; Push feeder rpm was also increased in multiple steps.


• Payback period: The payback period is short, at 3 months, as the plant increased the production after implementation of this project.

• Using a step-by-step approach to solve the problem increased the team’s confi dence and set an example of team work in the plant.

• ISO 50001 Energy Management System certifi cation implementation process in the early 2014-15 also helped the team to emphasis on scientifi c analysis of the root cause of the problem

• The project was instrumental in motivating other departments to reduce their energy consumption.

• Operational optimization of limestone crusher section sets as an example for other Operation departments to run the section at optimum output to reduce the energy consumption through operational excellence.

• Project helped in reducing plant’s energy cost.

Box 1: Impact of the project on the overall performance of the plant

Mr. B.K. Arora, President (Works), J.K. White Cement Works, Gotan (Rajasthan)

reduction in specifi c energy consumption of limestone crusher by increasing it’s per hour tonnage at JK White Cement works is an excellent example of team building and problem solving through scientifi c analysis. A step by step approach adopted for solving the problems faced while increasing the limestone crusher capacity without a single day of kiln stoppage. This project supports the increased kiln production capacity enhancement in time without increasing the specifi c energy consumption of limestone crusher and loss of machine availability for production.

Figure 8: Crusher TPH (year 12-13 to year 14-15)

Figure 9: Crusher- kWh/t of cement (year 12-13 to year 14-15)

118.28 156.74

197.12

Crusher TPH (year 2012-13 to year 14-15)

2012-13

2013-14

2014-15

2.07

2.26

2.15

2.26

2 15

Crusher-kWh/ton of cement (year 2012-13 to year 14-15)

2012-13

2013-14

2014-15

Team of Innovators

The team that implemented the project were (from left to right) Mr. Sanjay Kasera (Engineer-Mechanical), Mr. O.P. Joshi (Manager-Mechanical), Mr. Nitin Kaushik

(H.O.D.-Mechanical), Mr. M. L. Prajapati (Manager-Crusher) and Mr. Dilip Yadav (Sr. Engineer-Mechanical).


Changes in the international economy and the need to decarbonise mean that uK businesses face increasing challenges, as well as new opportunities. The UK government is committed to moving to a low carbon economy, including the most energy-intensive sectors. these sectors consume a considerable amount of energy but also play an essential role in delivering the uK’s transition to a low-carbon economy, as well as in contributing to economic growth and rebalancing the economy, one such sector is the cement sector. Decarbonisation and energy efficiency roadmap for the cement sector, is one of a series of eight reports, which assess the potential for low-carbon future across the most energy intensive industrial sectors in the UK. It investigates how the industry could decarbonise and increase energy efficiency whilst remaining competitive. This roadmap project was the result of close collaboration between industry, academia and Government, some key findings of the project have been described below.

The aim of the roadmap project was to:

• Improve understanding of the emissions abatement potential of individual industrial sectors, the relative costs of alternative abatement options and the related business environment including investment decisions, barriers and issues of competitiveness.

• Establish a shared evidence base to inform future policy and identify strategic conclusions and potential next steps to help deliver cost effective decarbonisation in the medium to long term (over the period from 2020 to 2050).

Enablers and Barriers for Decarbonisation in the cement sector

the cement sector in the uK produced 8.6 million tonnes of cement in 2013, vast majority of which was used to make concrete. The chemical decomposition of limestone (calcination) accounts for approximately 60-65% of total CO₂ emissions from the uK cement sector with the remaining coming from combustion of fossil fuel and non-biomass waste fuel and indirect emissions from electricity consumption.

Enablers identified for decarbonisation and energy efficiency projects:

• Ability to overcome significant technical and economic complexity and business risk associated with available energy efficiency measures. For example, cement companies noted that they have pipelines of various energy reduction projects awaiting funding but all companies interviewed cautioned that the majority of ideas with high impacts and lower risks have already been deployed by the sector. Projects with multiple benefits (including decarbonisation and energy reduction) have a higher chance of success.

• A stable and profitable business environment coupled with a steady, consistent and predictable regulatory environment would encourage further capital investment and innovation in the UK. Companies emphasized that UK climate change and energy regulations, taxes and incentives must enable companies to operate competitively relative to other countries in europe and beyond.

• Collaboration on and identification of suitable funding for the development and demonstration of technologies with the potential to significantly reduce carbon such as carbon capture and recognition of whole-life impacts of concrete as a building material.

Barriers to decarbonisation and energy efficiency:

• Issues relating to business case development for projects, such as capital and resource availability, a requirement for short payback periods and production risks. This is compounded by the fact that many uK cement companies have already implemented significant energy efficiency projects.

• Short term barriers relate to the need for policy to support decarbonisation and energy efficiency in a way that enables industry to compete in its markets. For example, the Renewable Heat Incentive (RHI) and other renewable fuel systems increase biomass costs for the cement sector.

Analysis of Decarbonisation Potential in the Cement Sector

A ‘pathway’ represents a particular selection and deployment of options from 2012 to 2050 chosen to achieve certain targets and based on a number of assumptions. two further pathways with specific definitions were also created, assessing (i) what would happen if no particular additional interventions were taken to accelerate decarbonisation (business as usual, BAU) or (ii) the maximum possible technical potential for decarbonisation in the sector (Max Tech). These pathways include deployment of options comprising (i) incremental improvements to existing

‘Decarbonisation and Energy Efficiency Roadmap’: Experiences from Cement Sector in the UK

– Drawn from Industrial Decarbonisation & Energy Efficiency Roadmaps to 2050s – Cement Prepared by Parsons Brinckerhoff and DNV GL


technology (ii) upgrades to utilize the best available technology and (iii) the application of significant process changes using technologies that have the potential to become commercially viable in the medium term. The pathways created in the current trends scenario, the central of these three scenarios, are shown in Figure 1. The figure illustrates the central role that technology plays in the decarbonisation process. The CO2 reductions are estimated based on the adoption rate, applicability rate and deployment of technologies.

Conclusions and Key Technology Groups

the following conclusions were drawn from the evidence and analysis:

1. Electricity Grid Decarbonisation: Decarbonisation of electricity imported to cement sites could provide a significant contribution to the overall decarbonisation of the sector. Actions will be required to ensure that this

takes place while maintaining cost-competitiveness.

2. Fuel and Feedstock Availability (Including Biomass): the availability of low carbon fuels and feedstocks is a key issue for cement sector decarbonisation, given the important role biomass could play. This availability is affected by demand in the cement sector and other sectors and/or with other demand (for example, the use of biomass for electricity generation or in the nonmanufacturing sector such as domestic heating). The challenges are to understand where the greatest decarbonisation potential can be achieved with a limited resource, as well as to maximize the availability of the resource (links to life-cycle carbon accounting).

3. Energy Efficiency and Heat Recovery Technology: there are opportunities to increase heat recovery in the cement sector, both to improve energy

0%

20%

40%

60%

80%

100%

2013 2014 2015 2020 2025 2030 2035 2040 2045 2050

%of

CO

2em

issi

ons

in20

12

Current Trends (CT)

Reference

BAU

20 - 40%

Max tech, no CCS

Max tech with CCS

efficiency and to produce electric power. However, the payback periods of such projects are typically above the 2-3 year threshold defined by industrial companies in the sector. Alternative financing mechanisms to facilitate investment in energy efficiency projects could increase their implementation across the sector.

4. Carbon Capture: Individual cement plants are not considered to be of a sufficient scale to justify their own CO₂ pipeline and storage infrastructure. Collaboration both within the sector and externally is necessary to establish the networks, along with the availability of sources of funding appropriate to this type of shared infrastructure. The scale of CO₂ emissions from each site in the cement sector means that carbon capture and utilization applications would need extensive technical breakthrough to be developed into large scale options for use of CO₂ in products with associated value.

the roadmap report is intended to provide an evidence-based foundation upon which future policy can be implemented and actions delivered. It will be successful if, as a result, the government and the cement sector are able to build on the report’s evidence and analysis to deliver significant reductions in carbon emissions, increased energy efficiency, and a strong competitive position for the uK cement industry in the decades to come.

to download the report on the cement and other sectors please visit: https://www.gov.uk/government/publications/industrial-decarbonisation-and-energy-efficiency-roadmaps-to-2050.

Figure 1: Overview of the different decarbonisation and energy efficiency pathways


Futuristic, Innovative, Energy-efficient Technologies in Aluminium Smelting

– Dr. Anupam Agnihotri, JNARDDC, Nagpur

energy saving during the aluminium smelting process is a goal of r&D in the aluminium industry. The theoretical minimum amount of energy required in smelting process is around ~6 kWh/kg of Al while the current practice value is about 13 kWh/kg of Al. To date, improvements to the productivity of the Hall-Héroult cell have been elusive mainly because of design limitations that result from a lack of suitable materials that could serve as an inert anode, especially if combined with a wettable cathode. Innovations around the development of new processes for aluminium smelting are generally driven by one of three major factors: reduction in energy demand; reduction in capital and production costs, and environmental issues such as greenhouse gas emissions.

the recent trend is towards high amperage technologies (~600 kA) that are less energy efficient but more cost

efficient, which is not very promising due to low LME prices of aluminium. Current efficiencies achieved using new technologies are around 96%, while even retrofitting has led to efficiencies around 94 % and above. The challenges are to make technology more energy efficient by lowering cell voltages while maintaining adequate superheat to avoid sludge formation and electrolyte-concentration gradients. These challenges can probably be met through innovative technologies leading to a more energy-efficient aluminium reduction process.

the following features emerge from reviews of new technology and recent developments in the Hall - Héroult process:

• Current efficiencies in excess of 94% can be achieved.

• The energy efficiency of the process is about 50%, at present, with the excess energy being dissipated as heat.

• Excess anode consumption has a utilization efficiency of about 85%.

• The anode-cathode distance (turbulent metal pad) limits reduction of cell voltage for availability of sufficient heat generation for stable operation.

• Heat loss remains imperative for protective freeze on sidewalls.

• The present technology is constrained by both upper and lower limits for heat generation.

the greatest scope for reducing energy consumption and metal production costs lies in reducing capital costs; a cell design that can operate with a lower heat loss per unit produced; or eliminate the anode carbon and substitute a more cost-efficient option. This shifts the future emphasis to operable cell designs with substantial design changes in anode, cathode and raw material leading to

Table 1: Futuristic technologies for aluminium smelting process

Production Process Feature

Drained-Cell Technology Cathode sloping and coated with aluminum-wettable TiB2. By eliminating metal pad, anode-cathode gap could be halved to ~25 mm, enabling substantial voltage lowering. Other basics would remain the same as present technology (E° ~ 1.2 volts, ∆min, electrolysis = 6.34 kWh/kg).

Inert Anode Cells* (Oxygen Evolution)

Eliminate consumable carbon anode by having an electrode material that evolves oxygen. Although the electrochemical potential would increase by 1 V (E° ~ 2.2 volts), the voltage increase would be (hopefully) less because of lower anode polarization (∆min, electrolysis=9.26 kWh/kg). The superstructure of the existing cell could be refined, reducing capital costs. If drained-cell materials development were successful, further design options are possible

Chloride Process† Aluminous material converted to (anhydrous) AlCl3 of adequate purity. AlCl3 electrochemically decomposed in a multi-electrode cell at ~700°C (E° ~ 1.8 volts, ∆min, electrolysis = 6.34 kWh/kg). Electrochemically generated chlorine is recycled.

Sulfide Process† Aluminous material converted to (anhydrous) Al2s3 of adequate purity. Aluminum sulfide electrochemically decomposed to recyclable s2 and aluminum (E° ~ 1.0 V) in a multipolar (∆min, electrolysis = 5.24 kWh/kg) cell.

Carbothermal Reduction† Convert aluminous material to an intermediate Al4C3 (or oxycarbide) chemically at T > 1,700°C. React carbide with further oxide to evolve CO and produce aluminum (or alloy) at T > 2,000°C. Refine the metal quality to a usable grade (∆minimum = 9.0 kWh/kg).

* Substantial retrofits using cryolite-alumina electrolytes. † Processing using intermediates derived from alumina.


improved energy efficiency. Thus the discovery of a material that could serve as an inert anode, especially if combined with a wettable cathode and a ledge-free sidewall, would enable major changes in cell design and operating practice, leading to highly energy efficient smelting process. Such a discovery would improve energy and resource utilization and reduce greenhouse gas emissions.

to be successfully implemented, an inert anode must be physically stable at service temperature, resistant to attack by molten fluoride electrolyte and attack by pure oxygen, electrochemically stable, electronically conductive, resistant to thermal shock, mechanically robust, easy to deploy (for instance, electrical connection to bus, startup, power interruptions, etc.). Futuristic technologies for aluminium smelting process can be summarized as given in Table 1.

the feasibility of these technologies depends on multiple R&D related factors. the main technological challenges include anode material selection, combining inert anodes with advanced electrolytic cell design.

Conventional carbon anodes have a limited life-span during the smelting process. The oxidation (or consumption) of the carbon anode causes greenhouse

gas (GHG) emissions. Inert anodes or the so-called non-consumable anodes avoid oxidation and thus limit the production of GHGs. However, within the Hall- Héroult smelting process, the electroactive surface of an inert anode must be an oxide with semiconducting properties, and as all oxide materials have a finite solubility in the fluoride electrolyte (which is highly corrosive), a completely inert anode is unlikely to be found. Most research on anode materials is therefore focused on finding and developing the right alloys and/or composite materials that possess low corrosion characteristics (i.e. low consumption rates), so that anode lifespan is optimised.

Aside from the anode a basic Hall- Héroult electrolytic cell also comprises a cathode and electrolyte. So-called development and use of wetted cathodes in combination with inert anodes allows for lower anode-cathode distances. This in turn is accompanied by reduced voltages and lower energy consumption (estimates are in the range of 20-30% reduced energy consumption). Other cell design aspects to be dealt with relate to thermal issues (e.g. heat loss), magneto hydrodynamic issues (e.g. impact of magnetic forces on bath circulation and consequences for alumina solution rate) and physical issues (e.g. size, shape and location of sump as well as free

space for cell insulation materials).

Conclusion: within a growing global industry - where electricity consumption makes up about one-third of the production costs - there is significant market potential for most technology options that reduce energy consumption of primary aluminium production, including inert anodes. Future energy efficient technologies in the aluminium sector, could contribute to:

• An increase in energy efficiency of up to 25% (when coupled with a stable, wetted cathode)

• A reduction in operating costs of up to 10%

• Significant reduction in emissions of gases such as CO2 and perfluorocarbons (either via direct process emissions or via indirect reduced emissions related to electricity production)

• A process productivity increase of up to 5%

• Lower emissions of PAH (poly aromatic hydrocarbons) generated during anode manufacture and consumption; hydrogen fluoride (HF) generated during electrolysis, anode effects, and anode replacement; and carbonyl sulfide (COS) generated during electrolysis.


Energy Management System and PAT

the use of commercial energy in India has recorded a high growth rate over the past decade. An analysis of the share of commercial energy use by different sectors indicates that the industry is the most dominant sector, of the total commercial energy use in the country. the Indian industry, in general, is highly energy intensive and it is hoped that the successful implementation of the Perform Achieve and Trade (PAT) scheme of Bureau of Energy Efficiency (BEE) will help in enhancing the energy efficiency of the key industrial sectors in India.

PAT scheme is a ‘market-based mechanism’ to enhancing energy efficiency in large industries, through target setting and certification of energy savings that can be traded’. This scheme is mandatory for all large industrial units in eight most energy intensive sectors, numbering around 478. PAT scheme has assigned energy saving targets to each of these industrial units, based on their individually calculated Specific Energy Consumption (SEC).

Energy management system (EnMS) approach can be one of the most effective approaches to achieving these targets under PAT, as it can help in meeting the objectives of energy reduction at a faster and more cost effective manner, while enhancing productivity benefits for the industry. For Industry, it can also help in overcoming barriers to the implementation of energy efficiency, and provide guidance and support in the implementation process. It can help in sustaining the efforts under PAT and in encouraging industry to achieve energy efficiency targets by effectively adopting energy efficiency approaches and technologies. enMs will particularly become important as PAT will move in to subsequent cycles, where the more sectors will be included. EnMS can help DCs achieve continuous

energy efficiency improvements along with a number of co-benefits.

Energy Management System Benefits

effective implementation of enMs in many industries has shown to have a dramatic impact particularly in terms of capturing unrealised energy efficiency potential. Some of the key benefits areas are as follows:

• Competitiveness and productivitygains: enMs allows companies to systemically analyse, manage and reduce energy use, enabling them to lower energy costs, and enhance productivity and competitiveness.

• Achievementofandcompliancewithrelated policies: Adoption of EnMSs can help Industry comply with PAT targets, and ensure that energy conservation plans, projects and targets are firmly grounded in the specific realities of a company’s enterprise and suitably customised to on-site circumstances.

• Facilitating access to finance: Quantifying and demonstrating the benefits of energy efficiency projects through EnMS can help the banks better assess the risks and returns of these projects.

• Co-benefits of EnMS: A common experience of companies that use enMss effectively is that many other significant co-benefits such as improved product quality, longer equipment life, reduced maintenance costs, less waste generation, better resource efficiency, improvement of workplace conditions and pollution reduction, can be achieved.

Barriers to Adoption of EnMS

Despite the range of benefits offered by enMs, a number of barriers prevent

this potential from being realised. These include:

• Market and Operational. the real or perceived technical and operational risk associated with EnMS.

• Informational and organisational. Limited knowledge of new energy savings technologies and strategies, lack of institutional focus on energy issues and lack of communication and coordination among company personnel.

• Financial barriers. Investment decisions may not adequately consider the full value of energy efficiency, short payback period requirements, lack of access to capital, views that energy

An energy management system (EnMS) is a collection of procedures and practices to ensure systematic tracking, analysis and planning of energy use in industry. It enables companies to maximise energy savings and improve energy performance continuously through organisation and technology changes. EnMSs not only means standards such as IsO 50001 but also other frameworks for systematic energy management defined according to particular specifications.

An EnMS typically includes:

• Energy policy and targets

• Cross-divisional management team with senior management support

• Baseline of energy use

• Energy review and planning process, identifying improvement opportunities

• Energy performance indicators

• Action plans, internal audit and third-party certification

Box 1: What is an EnMS?


efficiency is not a strategic investment in future profitability.

Recommendations for promoting EnMS under PAT

• Drivers and supportmechanism forpromoting EnMS: PAT provides an ideal platform for promoting enMs by creating the framework required for introducing components of enMs, such as, establishing energy performance baseline, normalized energy performance indicators, target fixation and development of action plans for achieving targets. BEE is also playing an important role in stimulating uptake of EnMS by promoting the creation of new business opportunities in the area of energy services. BEE has already created a strong force of 12,000 professionally qualified energy managers and energy auditors, certified through National Certification. these energy managers and auditors have expertise in energy management, project management, financing and implementation of energy efficiency projects, and policy analysis, all of which

Table 1: Drivers and support mechanisms for promoting EnMS

Drivers Support mechanisms

• Enabling support structures for conducting energy audits e.g. certifying energy auditors through National Certification Examination.

• Reward programme and other forms of recognition for example under the National Energy Conservation Award.

• Reporting and recognition of industry performance through KEP website and Newsletter to encourage best-in-class performance.

• Energy review, benchmarking and technical tools.• Case studies showing peer experience.• Guidance materials. • Workshops, networks and other forums for best practice

exchange.• Linkages with national and international technology suppliers

is required for helping the industry to adopt standards like ISO 50001.

Bee is further supporting enMs through reward programmes (National Energy Conservation Award and recognition through Knowledge exchange Platform (KEP)), ease of access to information (promoting best practice, exchange and co-operation schemes, networking, implementation guidelines, etc. through KEP), and technical tools (support to carry out energy audits, development of technical energy profiles, benchmarking etc.) that can help in faster adoption of standardisation and effective delivery of energy management (Table 1).

Provision of training, networking events, case studies and guidance materials through Knowledge exchange Platform initiative will ensure that energy managers, energy auditors, company personnel and certification bodies can learn from best practice approaches. recognition for enMs adoption will enable companies to showcase their performance to customers, peers and other stakeholders, and can serve as an important motivation to initiate EnMSs.

• Standards and specifications forpromoting EnMS: Certifications like IsO 50001 can provide industries with a common understanding of enMs, including the content, scope, processes and methodology, and a common format for recording performance. enMs standards and specifications also provide a transparent system to validate energy performance improvements and management practices, and can lead to a means for devolved implementation.

• Motivation and support: the KeP initiative will also create motivation among industry by disseminating case studies and best practice examples of excellent corporate management. Making the business case for energy efficiency reduces its perceived risk to management, which may, in turn, reduce the hurdle rate (or payback period) that a company requires of an energy efficiency investment. sharing the experiences of companies with enMs through public reporting, networking and dissemination of case studies etc. can reduce learning costs for other companies.

Table 2: Drivers for different stakeholders for promoting EnMS

Delivery Models

Drivers for Players to Develop EnMS Programs (examples)

Drivers for EnMS Adoption by Industry

Financial Institutions

• Increase number of deals and project finance• Help assess the risks and returns of EE projects• Reduce investment risk • Improve and enhance customer relations

• Lower loan transaction costs• Blending technical assistance with financial products

Industry associations

• Provide valuable service to member companies • Sharing of information• Implementation support


• Promote adoptionof EnMS throughalternate and Complementary Channels: Other players in the energy efficiency space have an important role in supporting EnMS uptake, driven by different needs and/or motives. KEP will consider working with such stakeholders to stimulate companies to adopt enMs and invest in energy savings for the reasons mentioned in (Table 2).

• EnMSandFinancial Institutions:KeP will try to leverage banks to encourage companies to adopt EnMS. Ongoing and growing energy efficiency savings can be expected as companies take up energy efficiency projects that are closely integrated into their investment and financing decision-making processes. Models that blend

financing with technical assistance and energy management systems capacity building can also be considered. The leader in this area is the European Bank for reconstruction and Development (EBRD), which has developed internal technical capacity to make energy efficiency assessment part of its standard loan evaluation process in order to mainstream EE finance.

• EnMSs and Industry Associations:Industry associations can also play a role in initiating large-scale energy efficiency programmes that have EnMSs at their heart. For example, in the united states, the largest industry trade organisation, the Northwest Food Processing Association (NWFPA), introduced a voluntary collaborative EnMS framework to its the 100+

members. They partnered with an energy service provider, the Northwest Energy Efficiency Alliance (NEEA) that convenes company leadership and action around common energy reduction goals. Industry can consider promoting similar partnership models with their sectoral industry associations. Aggregating energy saving efforts through sectoral industry associations will allow the entire industry – as opposed to individual industry – to apply resources toward a unified energy reduction goal – sharing in the risk, efficiency and energy savings potential and adoption of enMs as an ongoing business practice.

Comments and feedback welcome: Ms. Vinni, Knowledge Exchange Platform SecretariatBureau of Energy Efficiency, Sewa Bhawan, R.K.Puram, Sector-1New Delhi-110066 | E-mail: [email protected]

Upcoming Events

S. No. Upcoming Events

1. CSP Focus CSP Focus India 2015, July 2-3,2015 , New Delhi

2. National Productivity Council, Chennai Hands-on practical Training Energy Efficiency in pumps and Fans, July 6-7, 2015, Chennai

3. National Productivity Council, Chennai Integrated implementation & Auditing of ISO 14001 & ISO 50001, July 9-10, 2015, Chennai

4. National Productivity Council, Chennai

Hands-on practical Training Energy Conservation in Compressed Air System, July 27-28, 2015, Chennai

5. world renewable energy technology Congress

6th World Renewable Energy Technology Congress, August 21-23, 2015, Expo and Convention Centre Manekshaw Centre, Delhi

6. National Productivity Council, New Delhi

Internal Auditor Training for ISO 50001: 2011 Energy Management System (EnMS), August 24-28, 2015, Ooty

Disclaimer: None of the parties involved in the development and production of this Newsletter assume any responsibility, makes any warranty, or assume any legal liability for the accuracy, completeness, or usefulness of any information contained in this Newsletter. This Newsletter and the information contained therein, cannot be reproduced in part or full without the written permission of the KEP Secretariat.

KEP Newsletter Issue 2, June 2015

Documents

Transcript of KEP Newsletter Issue 2, June 2015