Energy Managment and Carbon Foot Print - A PerspectiveRev ...

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© 2010 KBC Advanced Technologies plc. All Rights Reserved.

Energy Management and Carbon Foot Print Energy Management and Carbon Foot Print in Refineries in Refineries -- A PerspectiveA Perspective

September 2010September 2010

PROPRIETARY INFORMATION

Achieving best practice energy performance means Achieving best practice energy performance means addressing all areas of energy managementaddressing all areas of energy management

PeopleEnergy focused organisation

Defined roles & responsibilities

Organisational alignment

Active communication

Operator awareness

Training & mentoring

Benchmarking & Gap Analysis

Opportunity identification & evaluation

Project implementation

Performance monitoring & reporting

Target setting

Maintenance programmes

Energy RoadMap• Project packages• Investment plan

ProSteam• Steam, fuel and power system

scenario planning• On-line utilities optimisation

Energy Metric Management• Performance monitoring• Fouling monitoring

SuperTarget• Energy efficient design

Petro-SIM• Yield / Energy Trade-off

CarbonManager• Monitoring CO2 emissions

Technology & Tools

Methodology

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An initial benchmarking and gap analysis defines An initial benchmarking and gap analysis defines the steps to deliver an Energy Management Systemthe steps to deliver an Energy Management System

EMS

RoadMap

Energy SupplyScenario Planning

Online UtilitySystem Optimiser

ProcessSimulation

Heat IntegrationTools

Energy MetricTracker

Energy FocusedOrganisation

Opportunity Identification&

Development

Organisational Development

SoftwareTools

Energy OpXAssessment

MASTERPLAN


The programme is designed to capture The programme is designed to capture and sustainand sustainall energy improvement potentialall energy improvement potential

• The result is a 15% reduction in energy costs that is sustained and improved upon in the longer term

• The less tangible elements of the programme are what ensures that the full 15% is achieved and sustained– Organisational aspects– Design tools– Training & mentoring

10%15%TOTAL24Energy Metric Tracker23Optimiser34Projects34Best Practices

Savings realised in standalone

implementation

Savings identified as % of total energy

cost

3


Energy Management Energy Management -- ApproachApproach


Energy focused organisationEnergy focused organisation

EMS

ROADMAP



ProcessSimulation



Energy FocusedOrganisationOrganisational

DevelopmentEffective organisation

4


The result of energy management benchmarking is The result of energy management benchmarking is a series of matrices of target performance and gapsa series of matrices of target performance and gaps

Level 0 Level 1 Level 2 Level 3 Level 4 PtsEnergy Policy

No explicit policy An unwritten set of guidelines

Unadopted energy policy set by energy manager or senior departmental manager

Formal energy policy, but not active commitment from top management

Energy policy, action plan and regular review have commitment of top management as part of an environmental strategy

3.0Organising No energy management or

any formal delegation of responsibility for energy consumption

Energy management is the part-t ime responsibility of someone with limited authority or influence

Energy manager in post, reporting to ad-hoc committee, but line management and authority are unclear

Energy manager accountable to energy committee representing all users, chaired by a member of the managing board

Energy management fully integrated into management structure. Clear delegation of responsibility for energy consumption

2.5Motivation No contact with users Informal contacts between

engineer and a few usersContact with major users through ad-hoc committee chaired by senior department manager

Energy committee used as main channel together with direct contact with major users

Formal and informal channels of communication regularly exploited by energy manager and energy staff at all levels

2.5Information Systems

No information system. No accounting for energy consumption

Cost reporting based on Invoice data. Engineer compiles reports for internal use within technical department

Monitoring and targeting reports based on supply meter data. Energy unit has ad-hoc involvement in budget setting

M&T reports for individual premises based on sub-metering, but savings not reported effectively to users

Comprehensive system sets targets, monitors consumption, identified faults, quantifies savings and provides budget tracking

1.5Marketing No promotion of energy

efficiencyInformal contacts used to promote energy efficiency

Some ad-hoc staff awareness training

Programme of staff awareness and regular publicity campaigns

Marketing the value of energy efficiency and the performance of energy management both within and outside the organisation

1.5Investment No investment in

increasing energy efficiency on site

Only low cost measures taken

Investment using short-term payback criteria only

Same payback criteria employed as for all other investment

Positive discrimination in favour of "green" schemes with detailed investment appraisal of all new-build and refurbishment opportunities.

4.3

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• The example shows strong management support but weak in definition of roles and responsibilities

• Likely outcome is that existing practices will prevail


Organisational aspects are key to ensuring Organisational aspects are key to ensuring improvements are achieved and sustainedimprovements are achieved and sustained

• An energy focused organisation requires – a clear energy strategy– motivated and informed personnel– an organisation that supports energy initiatives

• The deliverables of the Organisational Development element are:– An energy strategy – setting clear strategic goals– Organisational alignment – aligning the management team with the

energy strategy and overall business goals– Job profiles – defined roles and responsibilities for the energy team– Behaviour change solutions – performance management processes– Training programmes

5


Strategic Energy ReviewStrategic Energy Review

EMS

ROADMAP



ProcessSimulation



Energy FocusedOrganisationOpportunity Identification

&Development

Project packages & implementation plan


EnergyRoadMap

The Strategic Energy Review identifies all The Strategic Energy Review identifies all opportunities for improving energy performanceopportunities for improving energy performance

Util

ity S

yste

m M

odel

ling

Benchmarking

Gap Analysis

Project Ideas

Detailed Analysis

Project Development

Project Ow

nership

KB

CC

lient

Benchmarking and gap analysis determine the most profitable areas for improvement

Evaluation of operational performance gaps

Project identification using pinch analysis, Total Site analysis, process simulation and PFD reviews

Modelling of utility systems to identify performance gaps and to evaluate project ideas

Project review to select projects for detailed development

Development of project packages

Evaluation of project combinations and development of investment RoadMap

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Optimisation ToolsOptimisation Tools

EMS

ROADMAP



ProcessSimulation




SoftwareTools Optimisation capabilities


Best Practice utility system operation requires two Best Practice utility system operation requires two type of optimisation capabilitytype of optimisation capability

• Online Optimisation – open loop advisory model– Based on current utility demands, tariffs and operating constraints§ Equipment selection & operation§ Choice of fuels

– Typical saving 2-4% of site energy bill

• Energy supply planning – Offline “what-if” analyses– Based on projected utility demands, tariffs and operating constraints– Testing of scenarios§ turnarounds§ expansion plans§ plant outages

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Case Study: Site optimisation & performance trackingCase Study: Site optimisation & performance tracking

Green Amber RedHigh Level Specific Energy <145 145-180 >180

KPIs Total fuel <12.5 12.5-13.5 >13.5Mid Level D86 gap HN/Kero - - -

KPIs D86 gap Kero/LDO - - -D86 gap LDO/HDO - - -D86 gap HDO/HAGO - - -CIT wrt target >100% 90-100% <90%

EIVs Furnace O2 <3.5% 3.5-4.5% >4.5%Furnace Stack T <250°C 250-260°C >260°CStripping steam rates set for each product%Vacuum overflash <9.75%w 9.75%-12% >12%w

• Energy Influencing Variables & KPIs were defined for every unit• Different parameters relevant to different people

– High level KPIs – site energy coordinator– Mid level KPIs – plant engineers & plant managers– EIVs – plant operators

• Target ranges for each parameter were developed

EnergyEnergy

CoordinatorCoordinator

KPIsKPIs

EngineeringEngineering

KPIsKPIs

OperatorOperator

EIVsEIVs


The The masterplanmasterplan elements define the steps required to achieve elements define the steps required to achieve and sustain best practice performance through the EMSand sustain best practice performance through the EMS

EMS

ROADMAP



ProcessSimulation




Opportunity Identification&

Development

OrganisationalDevelopment

SoftwareTools

Effective organisation

Project packages & implementation plan

Optimisation capabilities

Monitoring capabilities

Design capabilities

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Project Development

RoadMap DevelopmentRoadMap Development

IdeasGeneration

ProjectScreening

FullCosting

RoadMap

12377 25 15


RoadMap Case Study RoadMap Case Study –– BP GelsenkirchenBP Gelsenkirchen

• European refinery and world scale petrochemicals complex• BT benchmarking showed upper 1st quartile performance

– Numerous energy initiatives completed– Individual processes among most energy efficient in Europe

• Gap analysis revealed that performance can still be improved

0

10

20

30

40

50

60

70

80

90

100

Integration Furnaces Utilities & Power Other

Gap

to T

arge

t (M

W)

TargetProject Ideas

9


RoadMap Development RoadMap Development –– implications of implications of steam system bottlenecksteam system bottleneck

NOW

21 3a 3bEnabler

4bOption 1

4cOption 2

Debottleneck?4aNo

Yes

Payback < 3yrs Payback < 5yrsPayback < 1yr

ZeroInvestment

a. No Debottleneckingb. Debottleneck MPS systemc. Debottleneck LPS system

5 projects€3.4m/yr



€1.5m/yr


RoadMap Case Study RoadMap Case Study -- ConclusionsConclusions

• Site already highly energy efficient but motivated to improve• Practical projects save up to €3.7m/yr within 5 years• Up to €1.5m/yr achievable with a 3 year payback

– Equivalent to 46000 t/yr CO2 emissions– Few “easy wins” remaining– Projected fuel pricing indicates improving project economics

• Projects now being implemented

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Case Study: ComplexCase Study: Complex--wide utility system wide utility system optimisation optimisation (Asian Sites)(Asian Sites)

Dia

gram

Cou

rtesy

of C

hiyo

da

• Mid-size refinery with strong energy efficiency record• Large neighbouring petrochemical complex• Aim to optimise existing boiler feed water and steam sharing


SCC

DCS

FOCDCS

Case Study: ComplexCase Study: Complex--wide utility system wide utility system optimisation optimisation (Asian Sites)(Asian Sites)

HPS

DFWS

Operator

Results

S

Operator

Results

• Separate online optimisation of FOC & SCC sites• Combined optimisation of shared utilities – HPS & BFW• Individual confidentiality assured

M

Iteration

Comb.Savings

0

Log Fileincl. Results

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Energy monitoring extends to tracking COEnergy monitoring extends to tracking CO22emissionsemissions

• Energy savings have a clear impact on CO2emissions

• CarbonManager software allows monitoring of emissions– Compare performance against target– Compare performance against BT to focus investment


Energy monitoring extends to tracking COEnergy monitoring extends to tracking CO22emissionsemissions

Rigorous Equipment Models

Rigorous Plant Models

CarbonManager Monitoring & Trending Tools

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SummarySummary

• The Program combines all elements of energy management to deliver a best practice EMS

• Tailor made to meet site requirements– Energy focused organisation– RoadMap of improvement projects and initiatives– Optimisation tools for operational optimisation and planning– Monitoring tools– Design tools– Training and mentoring– Working procedures for delivering best practice energy management

• Combining all elements can achieve and sustain savings of up to 15% of site energy bills

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