Glass International April 2016

ICG PRESIDENT INTERVIEW

NORITAZEH INTERVIEW

ENERGY EFFICIENCY

WWW.GLASS-INTERNATIONAL.COM

I N T E R N A T I O N A L

April 2016Vol.39 No.4

A GLOBAL REVIEW OF GLASSMAKING

Glass International April 2016

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Contents


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April 2016 Vol.39 No.4

2 Editors Comment

5 International news

12 Company profile: Noritazeh Tableware company looks to increase exports

16 Company profile: Park Cam Ambitious plan comes to fruition

20 Personality profile: ICG president ICG president encourages more youngsters to join the industry

24 Supplier profile: Antonini 70 years in the lehr business

26 Country overview: UAE Sun shines on UAE as a glass hub

Energy efficiency29 Alternative concepts for energy efficient container glass melting32 Reducing risk in cullet quality control37 Heat oxy-combustion to contribute to COP21 ambitions40 Energy consumption during float glass annealing42 Saint-Gobain tests HyGears Hy.REC system

44 History

45 Chemical distributor at the forefront of UK soda ash industry

49 Glassman Middle East catalogue

62 Packaging group has it wrapped up 64 Simulation models provide solutions to manufacturers Events world67 Fired up for Furnace Solutions 201670 Technology course has the glassmaking process covered73 Celebrating 90 years of Germanys DGG

74 Diary

Front cover image www.pennine.org

Plus find us on Linked-In and Twitter.

www.glass-international.com

@Glass_Int

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ICG PRESIDENT INTERVIEW

NORITAZEH INTERVIEW

ENERGY EFFICIENCY

WWW.GLASS-INTERNATIONAL.COM

I N T E R N A T I O N A L

April 2016Vol.39 No.4

A GLOBAL REVIEW OF GLASSMAKING


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Contents apr.indd 1 4/14/16 12:14 PM

Editors comment


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Over the past few months you may have seen a noticeable increase in the number of Middle East articles published within these pages.

Since September last year we have pub-lished at least one article in each issue dedicated to the region.

These have taken the form of inter-views with key maufacturers, country overviews and company profi les, and have focused on countries including Sau-di Arabia, Egypt, Iran and, in this issue, the UAE.

All this, of course, has been linked with the forthcoming Glassman Middle East hollow glass exhibition and conference that takes place next month. But more than that, it is a refl ection of the regions glassmaking capabilities at the current time.

The area has a rich history of glass-making, with archaeological evidence suggesting that the fi rst glass was made in Mesopotamia (modern day Syria, Iraq and Kuwait) or in Egypt in about 3500BC.

Since then, glass has remained an in-tegral part of the regions heritage with many long-established companies in countries as far apart as Iran and Egypt.

As Noritazehs Director, Saeed Kalafchi, mentions in this issue, such is the com-petition among glassmakers in his native Iran that many producers are aggressively looking at export markets.

Its products are sold as far apart as

South America and Eastern Europe, as well as neighbouring countries.

In each of our recent articles from the region, one thing has stood out: each company and countrys willingness to embrace new technology, to have the highest glassmaking standards and to adopt the most energy effi cient and sus-tainable equipment.

As is commonly known, the region is rich in natural resources with vast re-serves of gas and oil. For some countries this translates into lower energy costs used in the manufacturing process. It means more money is available to pro-cure the latest innovations from leading European suppliers. It means quality standards are upheld and environmental regulations are met.

Global heavyweights such as Arc Inter-national and Saverglass have formed sites in the UAE alongside domestic container glass manufacturer Altajir Glass. With its projected rise in exports, its natural re-serves of energy and a population with a projected rise in disposable income, the region can consider itself as a glassmak-ing hub.

Many of the region's manufacturers have already registered to attend the Glassman event in Abu Dhabi. We hope to see you there.Greg [email protected]

Greg Morris

Middle East comes to the fore as a glassmaking hub


Quartz Glass Portfolio

Editor: Greg MorrisTel: +44 (0)1737 855132Email: [email protected]

Assistant Editor: Sally LoveTel: +44 (0)1737 855154Email: [email protected]

Designer: Annie BakerTel: +44 (0)1737 855130Email: [email protected]

Sales Director: Ken ClarkTel: +44 (0)1737 855117Email: [email protected]

Sales Manager: Jeremy FordreyTel: +44 (0)1737 855133Email: [email protected]

Production Executive: Martin LawrenceManaging Director: Steve Diprose

Chief Executive Offi cer: Paul Michael

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Published by Quartz Business Media Ltd,Quartz House, 20 Clarendon Road, Redhill, Surrey RH1 1QX, UK.Tel: +44 (0)1737 855000. Fax: +44 (0)1737 855034. Email: [email protected]: www.glass-international.com

Glass International (ISSN 0143-7838) (USPS No: 020-753) is published 10 times per year by Quartz Business Media Ltd, and distributed in the US by DSW, 75 Aberdeen Road, Emigsville, PA 17318-0437. Periodicals postage paid at Emigsville, PA. POSTMASTER: send address changes to Glass International c/o PO Box 437, Emigsville, PA 17318-0437.

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Industries

Member of British Glass Manufacturers Confederation

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Glass International annual subscription rates including Glass International Directory:For one year: UK 164, all other countries 231.For two years: UK 295, all other countries 416.Airmail prices on request. Single copies 45.

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Printed in UK by:Pensord, Tram Road, Pontlanfraith, Blackwood,Gwent NP12 2YA, UK.

Quartz Business Media Ltd, 2015ISSN 0143-7838

Monthly journal for the industry worldwide

Directory 2015Annual international reference source

Glassman specialist exhibitions rotate between America, Asia and Europe


China National Association for Glass Industry

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International News


5

Saverglass sold to investment fund for 560 million

NEWS IN BRIEF

Management change at Zippe IndustrieanlagenDr Bernd-Holger Zippe has moved from Zippes Management Board to the Supervisory Board after reaching the age of 65.

He will continue to serve the company as Chairman of the Board, Shareholder and Technical Advisor.

His successor as CEO will be his son, Dr Philipp Zippe, who will share the management with Dipl-Ing Gunther Mlynar.

No other leadership changes are foreseen.

Bucher Emhart Glass appoints Juan MontesBucher Emhart Glass has appointed Juan Pablo Montes as Vice President Logistics & Manufacturing following the retirement of Ed Munz.

Juan takes up his new role on April 1 2016 and will be based at the companys HQ in Cham, Switzerland.

Ed Munz will continue in a supporting role until his official retirement on June 30.

Heye International secures Orora contractHeye International will provide equipment for Australias Orora groups $42 million expansion.

Heye will supply three IS-machines and cold end equipment, including the Heye Swabbing Robot, to Ororas Gawler plant in South Australia.

The packaging company recently announced the expansion project and aims to increase its annual glass bottle production at the plant by 60 million.

AGC to build 147m Brazilian glass plantAGC Asahi Glass (AGC) will invest 147 million (JPY 18 billion) to build a second float glass production plant in the southeast region of Brazil.

The new plant is scheduled to be completed by the end of 2018, which will increase AGCs glass production capacity in the country to 2.4 times the current level.

Arc International CEO to speak at Glassman Middle East conferenceArc Internationals Nicholas Hodler is to provide a keynote speech at the forthcoming Glassman Middle East hollow glass conference.

He joins fellow keynote speaker Saeed Kalafchi, Direc-tor of Irans Noritazeh.

The Glassman Middle East hollow glass conference is free to attend and takes place in Abu Dhabi, UAE on May 10 and 11.

Mr Hodler will discuss Safe-ty first - protecting our people in a dangerous environment.

Another newly announced speaker is Daniel Schippan,

CEO of German company CM.Project.Ing. He will pro-vide a paper titled The Impor-tance of Innovative and Mod-ern Glass Plant Design.

Mr Hodler is Arc Interna-tionals CEO for the Middle East, India and Africa and is based at Arcs plant in Ras al Khaimah, UAE. The tableware manufacturer produces ap-proximately 4.3 million items each day from its five produc-tion sites around the world.

Mr Schippan, of CM.Project.Ing, formed the company in 2007 and since then it has gone from strength to strength. It

provides project management and engineering in the design of new glass plants.

Speakers confirmed at the FREE-TO-ATTEND conference also include hollow glass in-dustry leading technology suppliers such as Tiama, Sef-pro, Eurotherm, Pneumofore and Emmeti.

Companies who have con-firmed their participation at the parallel exhibition include Zippe, Iris Inspection Ma-chines, Sorg, Antonini, Bottero and FIC UK among many oth-er leading global suppliers.

French container glass man-ufacturer Saverglass has been acquired by the Carlyle Invest-ment Fund for 560 million ($630.5 million).

Saverglass is involved in the design, manufacture and dec-oration of glass bottles and carafes created for premium spirits such as cognacs, whis-kies and vodkas, along with premium and vintage Cham-pagnes and wines.

In the 30 years since it was formed it has had average year-on-year growth of 10%, and

built seven industrial facilities - four glassmaking plants and three decoration facilities.

The latest stages of its devel-opment came with the launch of a plant in the UAE in 2013, bringing annual production levels to 700 million bottles, while in 2014 it opened a dec-oration plant in Arques, in the north of France.

In a statement it said: The group is in a dynamic market with a positive growth out-look. Its production tool has quickly reached a saturation

point, justifying the groups continued industrial develop-ment abroad.

The worlds number three investment fund, Carlyle now accompanies, as the key part-ner of the management team, the necessary implementation of the ongoing groups inter-national development.

The company has thanked each of its employees with a profit-sharing payment of 1500.

Pictured: The Saverglass site in the UAE

april news.indd 1 4/13/16 2:54 PM

International News


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NEWS IN BRIEF

Free advice surgery at Glass Focus conferenceGlass Technology Services (GTS) will be offering a FREE advice surgery as part of Glass Focus 2016.

One-to-one slots are available to any company with a ticket for the Glass Focus daytime conference. (Appointments will last up to 15 minutes.)

So if youve got a particular challenge you think Glass Technology Services expert team can help with, book in for a private chat.

Fenzi invests in Spains Tecglass companyFenzi Partecipazioni holding company has invested in Spanish digital glass processing group Tecglass.

The Spanish company produces digital glass printing machinery and components and strengthens the working partnership of the companies, which have worked together for some time.

Tecglass has recently studied, developed and produced a range of digital printing machinery specifically for the glass industry.

Vetropacks net sales increase by 9%The acquisition of a Bormioli Rocco glassworks in Italy has led to an increase in unit sales and net sales of 9% for Vetropacks 2015 fiscal year.

Vetropack acquired the glassworks in Trezzano sul Naviglio (close to Milan), which meant it could increase its market share in Italy.

Overall, Vetropack Group sold 4.64 billion units of glass packaging. 162.2 million of these units were produced in Italy.

Agr International opens Bangkok service centreAgr International has opened a service office in Bangkok, Thailand.

Services offered at the centre will include depot repairs and rebuild services for all Agr laboratory products for the glass and plastic container markets.

AGC Glass Europe in 25m Cuneo plant refurbishment

Carib Glass to double capacityCarib Glass will commission a second furnace in April to double the companys ca-pacity from 35,000 tonnes to 70,000 tonnes a year.

Potential entry into the Cuban market was one of the

reasons which influenced the decision to invest in the fur-nace.

The Trinidad and Toba-go-based company is the only container glass manufacturer in the Caribbean with major

exports to the Dominican Re-public, Haiti, Puerto Rico and the US.

It made the decision to in-vest $180 million in a new plant about 15 months ago.

O-I wins right to enforce $485 million Venezuelan debtThe World Banks dispute body has ruled that O-I can pursue enforcement of an ear-lier arbitration $485 million award against the country of Venezuela, which seized ownership of two of O-Is bot-tle-making plants in the South American country in October, 2010.

The award includes inter-

est since the illegal seizures by President Hugo Chavez, who died in 2013. The case still could be affected by Ven-ezuelas request to the World Banks International Centre for Settlement of Investment Disputes that the award be nullified.

The Perrysburg, Ohio com-pany said it will take vigor-

ous steps to collect the award, which is enforceable in about 150 member states subject to the International Centres ju-risdiction.

However, even with the committees latest ruling, O-I said collecting the $485 mil-lion will be difficult and it can-not predict how much money it might receive or when.

AGC Glass Europe is to carry out a cold repair of its Cuneo float glass line in Cuneo, Pied-mont, Italy.

The refurbishment will al-low it to expand its range of products as well as bring envi-ronmental and productivity benefits.

The revamp will include de-sign improvements that will

boost capacity and reduce its energy consumption, with a corresponding positive im-pact on its yield and product quality.

The reduced energy con-sumption will also mean a large reduction in atmospher-ic emissions, with 50% less CO (carbon monoxide) and CO2 (carbon dioxide) and

30% less NOx (nitrogen ox-ide).

The improved environmen-tal performance in turn will make the plant eligible for the energy certification sys-tem operated by the Italian government, with subsidies granted over a period of five years in proportion to the en-ergy savings achieved.


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International News


Verallia in 24m VOA furnace investmentVerallia has modernised a furnace at its VOA site in France.

The 24 million invest-ment at the Verrerie dAlbi (VOA) site in Albi, France includes a rebuild of fur-nace number 1 and its three production lines.

The furnace is dedicat-ed to extra-flint and flint glass production.

The installations will also enable VOA to ex-tend its partnerships with many customers who have, over the years, ex-pressed a preference for extra-flint glass, such as Bacardi and the Perrin family, event sponsors for

the furnace n1 inaugura-tion.

The new equipment means VOA is more flex-ible and can ensure the continuous production of a range of bottles.

VOA is celebrating its 120th anniversary this year and employs more than 300 people. It makes 800,000 bottles a day and produces more than 350 different models a year.

Packaging workshop at Glass Focus 2016 conferenceThe Glass Focus 2016 event will include a workshop on packaging design and supply, with speakers from Diageo, Proctor and Gam-ble, and Glass Technology Services (GTS).

Speakers include Dia-geos Vicky Panayiotou, who has worked for Tesco, Marks and Spencer and Bif-fa Waste Services, and Dr. Simon Elmer, who leads

Procter and Gambles luxu-ry fragrance package devel-opment.

GTS will facilitate the workshop, which will in-clude an opportunity for speakers and delegates to pose questions to one an-other. Phil Marsh, Business Development Manager at GTS said: From cut-ting-edge packaging devel-opment and challenges to

trends and innovations in the supply chain it prom-ises to be a great day for learning and networking.

Our experts are looking forward to facilitating some great discussions and help-ing companies with their individual challenges.

The Glass Focus event takes place at Dynamic Earth, Holyrood, Edin-burgh on May 12.

Reha Akcakaya elected chairman of Glass for EuropeGlass for Europe, the trade association of Europes manufacturers of building, automotive and solar-ener-gy glass, has elected Dr Reha Akcakaya as its Chairman.

Dr Akcakaya is Presi-

dent of Sisecams Flat Glass Group and takes over the Chairmanship from Mr Houchan Shoeibi from Saint-Gobain.

He has served as Vice-chairman for the past

four years.Dr Akcakaya is an en-

gineer and glass scientist by academic training and brings 18 years of experi-ence and knowledge of flat glass to his new role.


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International News


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NEWS IN BRIEF

Ethiopias Atlas to supply Raya breweryAtlas has secured an agreement with Ethiopian brewer Raya Brewery for the supply of glass bottles, to replace the imported bottles that it currently uses.

The bottles will be produced at the companys planned glass bottling factory in Chancho, 45km north of the capital, Addis Ababa.

Atlas and Raya have agreed, subject to confirmation of quality, that Atlas will regularly supply glass bottles to Raya.

Both parties recognise the need for the domestic manufacture of bottles, and will work together to finalise a full agreement once the development of the Chancho Project is completed.

Ekran chooses Italys Glass ServiceRussian manufacturer Ekra has selected Italys Glass Service to supply equipment for coloured glass containers.

It means Ekran will be the first Siberian company to provide container glass in any colour upon request.

Work on the preparation for the launch of the line on its furnace No.2 has already started.

The RUS200 million ($2.9 million) investment will mean Ekran can produce up to 60 million coloured bottles a year in blue, green, brown, purple and pink.

Glaston closes US machinery dealGlaston has closed a machinery deal worth approximately 4 million with a glass fabricator in the United States.

The deal includes flat toughening and laminating equipment as well as a Glaston Care agreement.

The order is booked in Glastons Q1/2016 order book and the lines will be delivered to the customer during the third and fourth quarter of this year.

Be first with the news! VISIT: www.glass-international.com for daily news updates

All full stories can be found on our website, www.glass-international.com/newsr 1 Saverglass sold to investment fund for 560 millionr 2 Sisecam and P-D plan Turkish glass fibre plantr 3 AGC to build 147 million Brazilian float glass plantr 4 Reha Akcakaya elected chairman of Glass for Europer 5 SCOUT the latest inspection technology from Bucher Emhart Glass r 6 AGC Glass Europe in 25 million Cuneo float plant refurbishmentr 7 Verallia in 24m VOA investmentr 8 Sorg reviews recent Stirom projectsr 9 Bottero and All Glass confirm their presence at Glassman Middle Eastr 10 Heye International secures Orora contract

Top 10 stories in the newsOur most popular news items, as determined by our website traffic

Encirc invests millions to double soft drinks capacity

Steklarna Hrastnik records 61% increase in profit for 2015After a period of investment in 2015, Steklarna Hrastniks in-creased production capacities helped the company generate 7.1 million of profit on reg-ular activities, a 61% increase compared to 2014.

This is a turnaround for the company, given that as recent-ly as 2009 the Slovenian com-

pany generated a loss of 5.3 million.

Besides the expanded ca-pacities, the return on sales, investment in employees, suc-cessful cost management and the flexibility of the company have all contributed to the ex-cellent operating results.

Last year the company in-

vested in a new decoration machine and an IS machine for the production of special and perfume packaging.

The company also rein-forced its position in the high quality special glass packag-ing segment, achieving a 36% growth of revenue and a 54% increase of the rate of return.

Encirc has made a multi-mil-lion pound investment in blending equipment at its El-ton, Cheshire site, doubling its capacity for soft beverage products.

The company has installed

a second drinks blending stream, which will increase production capability and al-low ingredients to be correct-ly mixed into syrups at high speeds ready for diluting and bottling.

This will further improve the quality of soft drinks, beer, wine, cider and other beverag-es containing ingredients with low solubility, such as pectin, which have traditionally been challenging to blend.


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Company profile: Noritazeh


12

Noritazeh is the leading tableware glass brand in Iran, with hopes to expand into other sectors and other markets. Greg Morris spoke to Saeed Kalafchi, company Director, to find out more about the Iranian tableware market.

Continued>>

Can you give a brief history of the company? Noritazeh is a private family-owned glass producer founded in 1997 by M.N. Kalafchi and partners. M.N. Kalafchi has more than 60 years experience in the glass market, mainly in trading, working with major glassware brands from Japan, France and Germany.

The first furnace began production in 1999 with a capacity of 30 tons per day and three press lines. Soon after, recognising the capacity gaps in the market, Noritazeh constructed its second furnace in 2002 with a capacity of 120 tons per day with six lines consisting of press, press/blow, spinning and twin table technologies. Meanwhile, a licensing agreement was formed with Soga Glass, Japan, in 2000 to produce Soga moulds in Iran. This z Noritazeh produces high end giftware, primarily for Iran and its neighbouring countries.

Iranian tableware company looks to increase exports

Noritazeh company profile.indd 1 4/21/16 8:31 AM


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13Continued>>

agreement continued up to 2008 when Noritazeh began developing its own products.

In 2008 the family exited its trading business to focus on production and moved the company headquarters from Dubai to Tehran. The company was restructured and optimised in 2009 as it went through a management shakeout, downsizing its workforce while increasing productivity to become more competitive. In 2013 the Sakura brand was launched and positioned as a premium glassware brand targeting the imports market segment. In 2014 Noritazeh became the first Iranian company to produce crystalline under the Lisa Mori brand, securing its position as the countrys leading quality tableware producer.

Today, Noritazeh operates 10 lines and two furnaces with a daily capacity of 150 tons, making it the second largest producer in the country producing over 100 million pieces per year.

What products do you make and what is your most popular product?Noritazeh produces a range of glassware and crystalline tableware, from daily basic drinkware to premium giftware. Our strength and focus is mainly on premium giftware.

You recently changed your furnace to a crystalline furnace. What immediate differences have you noticed in the quality of your glass?Despite the many challenges, we managed to convert our smaller furnace to crystalline. Our crystalline has the quality, shine and sound of leaded crystal, with a healthy aspect of being lead-free. It is also much more economical than leaded crystal and therefore we have been able to enter more premium market channels.

You have a licensing agreement with Soga Glass in Japan. How does this benefit each company?During the eight years of our licensing agreement with Soga we were able to establish it as a leading brand that dominated the Iranian market, as well as secure Noritazehs position as a leading producer using Sogas heritage. It was a great experience, and beneficial for both sides.

You worked with European suppliers such as Waltec. What expertise has this helped bring to the plant and what was it like to work with the suppliers?Most of our machinery and equipment are from leading European suppliers as we have invested heavily in the latest technologies in order to maintain our lead.

We work closely with the major European machinery suppliers to help develop the best solutions for our production. At the same time we try to maximise inhouse development to be more economical and competitive.

What are your main markets?We have 35 active export markets as far as South America, Africa and most of Eastern Europe. However, our main markets are our neighbouring countries such as Iraq, Pakistan, Afghanistan, Saudi Arabia, Turkey and the CIS countries.

What are the current market conditions for tableware glass in Iran? Competition is very intense in Iran as production capacity is higher than demand.

Therefore producers like us are aggressively looking at export markets as well as fighting for reduced imports to gain market share.

However, the competitive economic factors that we enjoy for glass production in Iran have allowed domestic production to exceed imports for the first time during the last few years.

The challenge is that this is happening in an inflationary market that is difficult to forecast, amidst a falling consumer spending power that demands better prices.

z Noritazehs plant in Tehran, Iran.

Noritazeh operates 10 lines and two furnaces with a daily capacity of 150 tons, making it the

second largest producer in the country


Company profi le: Noritazeh


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Is there much competition from rival materials in Iran, such as porcelain?Iran has a relatively mature and sophisticated tableware market. Rival materials such as porcelain have a long established history in the country and enjoy their own position. Glass and crystal have their own long history and defi ned use; therefore we dont consider other material as competition.

What challenges does the company face?Besides macro-economic and general market challenges, we face challenges in long-term fi nancing and are therefore always forced to use our own capital for new investments and growth.

This is due to the high rates of interest that are not suitable for the long-term capital-intensive glass industry.

What is the dream scenario for the company in fi ve years time?In fi ve years, Noritazeh would be a diversifi ed glass producer involved in other glass production activities. We would be applying our experience and existing infrastructure to take advantage of the unique economics of glass in Iran, and would export more than 50% of our production.

Saeed Kalafchi is a keynote speaker at Glassman Middle East, held on May 10th and 11th in Abu Dhabi, UAE.www.glassmanevents.com/mid-east/www.noritazeh.com

z The plant in Tehran.


Company profi le: Park Cam


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Turkish container company Park Cams ambitious plan to build four 500 tonnes per day furnaces on a greenfi eld site has already started to reap rewards. Its General Manager Mr Semih zbay discusses how the plant has achieved a 90% production effi ciency, thanks partly to its partnership with Tiama.

Continued>>

Ciner Group has emerged as one of Turkeys leading industrial conglomerates, contributing to the countrys economic, social and cultural prosperity after domestic business entrepreneur Turgay Ciner established it in 1978.

As part of its business interests, its companies are active in the energy, mining, shipping, logistics, tourism and media sectors: the latter are subsidiaries of Park Holding and Ciner Publishing Holding.

Ciner Group is also a major producer of natural soda ash in Turkey through its Eti Soda group. In 2015 it began to invest $1.5 billion in new natural soda ash mining in Ankara and, recently, it purchased new mines in the USA. Ciner Group will become the worlds largest supplier of natural soda ash when completed.

In 2011 its Park Cam container glass group launched its fi rst greenfi eld glass plant project in Bozyk for which Tiama presented a packaged offer that included 51 inspection equipment machines for the fi rst two 500 TPD capacity furnaces.

By the end of 2013, the fi rst furnace was running with 500 TPD, then after a 24-month operation, it achieved its targeted pack-to-melt goals of nearly 90%. At the end of 2015, Park Cam started its second furnace and after only a month of production

This plant will be able

to produce all

kinds of high

quality glass

bottles

Ambitious Park Cam plan

it reached an average of 90% effi ciencies while running all four new production lines.

In the past two years Park Cam has manufactured more than 2 billion saleable green bottles with an average weight of 141gr. At present, with two furnaces, the average productivity of the plant is close to 90% with a total of 1000 TPD and a daily production of about 6.5 million saleable bottles, including both fl int and green productions.

How excited are you by the future prospects of this plant?Today and in the future this plant will be able to produce all kinds of high quality glass bottles, covering all the international standards. It will be a lighter and a stronger bottle with a completely qualifi ed bottle production process. Our goal is to become the best container glass company in the world, establishing our leadership fi rst in Turkey, and then in the wider region.

The plant recently invested in Tiama technology (MCAL4 (sidewall inspec-tion) MULTI4 (bottom & base) MX4 (latest generation carousel machine)

parkcam company profile.indd 1 4/12/16 10:02 AM


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17Continued>>

90% productivity. We also dont need to spend too much time for maintenance on Tiamas machines.

What is it about Tiama that you particularly like?Our key team has more than 15 years experience in the glass packaging industry and all of them have a good knowledge of Tiamas equipment. We were in contact with Tiama from the beginning of the new greenfi eld glass project and discussed and decided together what we need in Park Cam.

We appreciate its good cooperation, honest and clear respect of our problems, satisfactory and quick feed-back. Tiama offers good effort when solving problems.

Can you give details about the new furnace?The aim is for the entire greenfi eld project to cover a total capacity of four furnaces (500 TPD each, total 2000 TPD). Park Cam has made rapid progress in reaching this fi nal goal. In 2013 the fi rst furnace started production followed by the second one in 2015. After the fi rst furnace start-up, our market share represented 12% of total Turkish glass packaging production. After the second furnace our market share increased to 22%.

Once the four furnaces are operational, we estimate that Park Cam will produce 40% of the total Turkish glass bottles market.

The plant was organised to satisfy domestic demand for mineral water companies. With the second furnace, we began to produce water bottles and some soda drinks.

We currently produce fl int and green bottles and we can also do colouring in one of our forehearths, which means more colour choices according to customers requests.

Who are the plants main customers?Our two biggest customers are local mineral water fi llers Beypazar and Uludag. These two clients require nearly 1.2 million bottles per year which represents the total capacity of one of our furnaces.

Uludag group has in its portfolio sprite bottles, the company also started to fi ll still water in glass packaging, and consequently we began to produce 33cl and 75cl fl int water bottles. The Uludag group also uses a blue mineral water bottle.

equipped with a plant performance monitoring system (Tiama IQ track). Why did you decide to invest in these particular pieces of equipment?We know Tiama inspection machines very well as we already have a durable experience together.

We believe in Tiamas products high performances based on several criteria, such as an operators friendly environment, easy maintenance (or none), optimised job-change time, high-quality after-sales service, express spare-parts shipments Park Cam and Tiama work together in confi dence with a real partnership.

What benefi ts has this equipment brought to the plant?In the past 27 months we produced and sold nearly 2.7 billion bottles to the domestic market with zero critical defects. We never received any customer complaints about the production quality. Tiamas equipment has competently helped us reach our

comes to fruition

Mr Semih zbay, Park Cam General Manager

Tiama equipment at the Bozyk plant.

The Bozyk plant.




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Our fi rst goal is to change peoples consumption behaviour where they consume glass bottles only in restaurants and cafes (closed areas). If we succeed, we may have a chance to increase the glass bottled still water consumption to nearly 5%. It also means that Turkey will have to build several additional 500TPD furnaces.

Glass consumption is directly linked to the per capita income increase of the population.

It represents nearly $10,000 in Turkey today. In the next 10 years when this income increases, the preference for glass packaging over plastic will increase as well. There is no real competition between PET and glass.

Once we succeed in changing consumption habits thanks to the education of the population about the fact that glass is healthier, we know that more glass will be preferred.

What challenges does the Turkish container glass industry face?We have to face many challenges. First, recycling. The recycling rate is too low in Turkey. To give you an idea, the average rate is 73% in Europe compared to 10% in Turkey.

Also, due to the troubled relations with our neighbours, the export rate of glass packaging is too low. It is also important to keep in mind that the Turkish income per capita is low compared to the rest of Europe.

The glass container industry is certainly healthier but the educational level of the population is low and this directly affects glass preferences. Increased education is a necessity.

What is the future plan for the plant?We currently have two furnaces and we need to complete the investment plan we have scheduled for four furnaces. While completing this project, we want to add new technologies to our lines. We deeply wish and we are also committed to producing the worlds highest quality glass bottle in the name of Park Cam.

Park Cam, Bozyk, Turkey.www.parkcam.com.trTiama, Vourles, near Lyon, France.www.tiama.com


Our main target is to satisfy the green glass mineral water market in Turkey. Thanks to our second furnace we have some additional business opportunities to develop with similar bottles offered to nearby countries.

What is your most popular product?In Turkey, the most popular product is the green mineral water bottle. Total demand of the domestic market is nearly 5 billion bottles per year. It represents nearly 50% of the total Turkish glass container capacity.

Is the glass industry popular for young people in Turkey right now? Bearing in mind our next furnaces developments, we recently increased our workforce to get them prepared and trained so that they could be operational in the future.

We need to anticipate it now. When the four furnaces all start, we will have 800 well-trained employees. Today we count 580 people for two furnaces. The glass packaging industry is a heavy industry, it is not popular among young people.

It is true that the salary is higher than in other industries but it is still diffi cult to fi nd skilled, well-trained people, particularly in the Bozyk area where there are several other industrial activities. The labour market situation is a big problem for our plant and is the reason why we work with more people than we really need.

How would you describe the current situation in the Turkish container glass industry? The mineral water market grows by a minimum 10% every year in regular conditions.

Mineral water per capita consumption in Turkey is only 10L a year, which is very low. In comparison, in Europe, the closest mineral water per capita consumption is in the Netherlands with nearly 20L a year. Average per capita consumption in Europe is nearly 100L/year which is a large gap.

Only 5 to 10% of the total Turkish mineral water capacity today is bottled. We have a large source capacity in Turkey but in order to meet the annual mineral waters production growth, Turkey would need to build an additional 500 TPD glass bottle furnace every two years.

Still water per capita consumption in Turkey is 150L a year but only 1% of this is bottled in glass packaging. The other 99% is bottled in PET. The annual growth of still water consumption is about 4%. In the next 10 years, we will promote and strengthen the glass bottle industry.

Tiamas MCAL4 side-wall inspection equipment


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Personality profi le: ICG president


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ICG President encourages more youngsters to join the industryDr Manoj Choudhary was recently elected new ICG President. He spoke to Greg Morris about the opportunities and challenges facing the glass industry, particularly the task of encouraging young talent to the sector.

Continued>>

Congratulations on your recent ap-pointment as President of the ICG. How have you enjoyed the past few months since your appointment?These have been a very busy past few months. As you may know, ICG does not have anyone on its payroll. So the effectiveness of the ICG as an organisation depends on the dedication of its offi cers and, as the President, I, more than anyone else, need to set an example.

Having been associated with the ICG for some two decades and being on its Management Board for three years prior to becoming the President, I was well aware of our challenges and the exciting prospects that we can exploit. I am happy and satisfi ed with all that has happened in the past few months. On becoming the President I had pledged to serve ICG with all my passion, energy, and intellect. I have kept my pledge.

What are the ICGs strengths? How does it differ to other glass organisa-tions or national glass associations?The support of our National Participating Organisations (NPOs), some of whom have been with ICG since its founding in 1933, the Technical Committees, road-mapping workshops (and the resulting reports) on long term and strategic issues of interest to the global glass community, and Summer and Winter Schools are our key strengths.

As for the second part of your question, ICG is, in effect, a federation of national glass associations. By its very nature it transcends national boundaries and is a premium organisation for promoting collaboration and communication among the members of the global glass community.

Its broad ambit includes glass science and technology, as well as glass history and education. It is not an alternative for national organisations or specifi c groups. It welcomes and embraces them, and provides them with a global platform for collaboration for the benefi t of us all.

Why did you want to be President? When I was approached to become the President, I took several weeks to ponder my decision. I was honoured to have been offered the position, and

On becoming

President I

had pledged to

serve ICG with

all my passion,

energy and

intellect. I

have kept my

pledge.

follow in the footsteps of the past Presidents I have known and admired.

I had led several major professional organisations prior to becoming the President of the ICG, for one of which (the Glass Manufacturing Industry Council) I was also one of the founding fathers.

So, I was confi dent of my leadership and managerial abilities. However, I wanted to get a good sense of the ICG as an organisation, its management culture, the challenges facing it and the potential for building on its strengths.

I consulted ICG colleagues from all over the world about these items.

From all this and particularly encouragement from three past Presidents, and support from my company, Owens Corning and the American Ceramic Society, I concluded that I would be an effective leader of this venerable organisation.

What plans do you have for the role? I have outlined several initiatives for us to pursue during my presidency. These were spelled out in my inaugural statement and were later sent to the ICG community. The initiatives are vital for the future of the ICG and some of them will allow us to tap into our great strengths as an organisation.

The initiatives include an enhanced focus on our members, attracting and retaining younger

zDr Choudhary was appointed ICG President at

the recent ICG meeting in

Bangkok, Thailand.

ICG MANOJ company profile.indd 1 4/13/16 2:55 PM

Personality profile: ICG president


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21Continued>>

We can hard-ly lament the

lack of glass

industry fo-

cused education

and research,

if professors

do not have the

funding and

encourage-

ment for these

tasks

colleagues, strategic orientation for the technical committees and expanding the global educational outreach of ICG.

In addition, we want our decision-making process to be inclusive. I routinely consult a wide cross section of ICG representatives.

None of the topics is a quick fix item, but I am pleased that we have initiated action on all of them. On items such as membership focus and inclusive decision-making we are making progress.

What can the ICG do to encourgae young people to theindustry?This is an issue that is of concern to many glass organisations as well as the industry itself.

As I noted earlier, attracting and retaining young colleagues is an important initiative for ICG and we have set-up a Youth Outreach Team to help us with it. That team recently submitted its first report that, among other things, describes challenges in attracting young talent to careers in glass science and technology and offers some strategies for the ICG and others to use.

Let me note, very briefly, that one of the key things we need to do, and I am quoting from the report here, is to show to the future generations of students that glass is truly a material of the future, that there are still a lot of opportunities and challenges to overcome, and that one can make a great career in this field.

To this end, ICG and other organisations can develop specific strategies centred on educational outreach, training, communication, lobbying for glass, etc. but let us not forget that industry needs to do a lot too. Academies cannot train or convince young talents to join industry unless the industry is willing to provide requisite resources for this purpose.

We can hardly lament the lack of glass industry focused education and research, if professors do not have the funding and encouragement for these tasks. ICG and other organisations can certainly help by identifying opportunities, developing infrastructure, organising industry efforts and lobbying for glass related programmes.

Are there any particular geographic areas of focus for the ICG currently? How important is Asia to the ICG?Yes, we had a spate of recent ICG activities in Asia. Tremendous credit for that goes to my predecessor Prof. Shou Peng, Honorary President Dr. Nicoletti and ICG officers for supporting those activities.

That focus was demanded by the economic dynamism of many parts of Asia and the opportunities for ICG to grow and expand.

Being a global organisation, we want the ICG to serve the interests of our members in all geographic areas they represent and we tend to focus in areas where ICG can catalyse glass-related activities. Such opportunities may exist, for example, in some parts of Europe, as well.

Iran has become the latest country to join the ICG. How important is this?Irans membership was unanimously accepted by the ICG Council. We are very happy to have Iran be a part of ICG and look forward to our Iranian colleagues fully participating in the Technical Committees.

How does glass ensure it remains ahead of competitor materials?It is to ensure the viability and vitality of glass that ICG develops roadmaps with a long term vision for Glass R&D. Recently in Madrid we conducted a workshop to give strategic directions to our Technical Committees to ensure that we work in relevant areas.

So I can give a fairly elaborate answer to this question with many specific details. But I will refer you and your readers to Making Glass Better 2nd edition published in 2014 and Making Glass Better Special edition published in 2015.

Information on obtaining these and other publications may be obtained from www.icglass.org.

In rather simplistic terms, the way to ensure glass, a very ancient and yet highly modern material, can continue to remain important and ahead of competing materials would be by adding functionalities to overcome limitations and impart attributes for meeting the needs of the society in areas such as sustainability, communication, health and infrastructure.

Can you give me a brief background of your career in glass?I entered the field of glass from outside. My undergraduate and masters degrees were in Chemical Engineering and doctorate was in Materials Science with a focus on metals.

On joining Owens Corning in 1982, I became involved with glass melting and forming.

Later in my career, I got involved with mechanical and optical properties of glasses, especially as they pertain to an assembly of glass fibers.

In a career spanning over three decades, there are, naturally, a number of things that I am proud of. I am one of the founding fathers of mathematical

zDr Choudhary and other ICG members at the Bangkok

meeting.


Personality profile: ICG President


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modelling of glass melting and forming processes in Owens Corning.

During the first 15-year period of my career there, I was involved in all of the significant glass technology developments that culminated in a three-fold increase in the melting capability (tons per day/m2), 40-50% decrease in specific energy consumption (Joules/ton), the doubling of furnace life, in conjunction with compositional developments, a 20-50% drop in batch cost, and implementation of oxy-fuel melting.

Subsequently, I got involved with a variety of insulation products and developed a fundamental understanding of their thermal and mechanical properties.

In recent years, my work on thermal performance of insulation assemblies has been adopted by the American Society of Heating, Refrigeration, and Air Conditioning Engineers (ASHRAE) to develop energy performance standards for the metal buildings (non-residential or commercial buildings). In addition to glass, I have also been involved with extrusion and forming of polymeric foam insulations and done some groundbreaking work for Owens Corning in these areas.

Working in industry poses, understandably, serious limitations on publications. Nevertheless, I have been able to publish some of the first papers in literature on comprehensive mathematical representation and modeling of glass melting and delivery processes.

My favourite glass form, no surprise here, is fiber.

What is it about glass that you enjoy so much?No material combines utility and beauty like glass!

You have spent most of your career working for Owens Corning. What do you like most about the company?There are naturally many things to like in Owens Corning to make an over three-decade career.

Ability to develop and apply fundamentally based approaches for innovation, and having great colleagues have certainly been for me two very important factors at Owens Corning.

What do you hope to have achieved by the end of your presidency?In response to your question 4, I mentioned some key initiatives we want to pursue. At the end of my presidency, I hope to have made significant achievements in those areas and leave the ICG stronger, nimbler in exploiting its strengths, more members focused, and more relevant than ever as the premier platform for collaboration and communication for the global glass community. r

International Commission on Glasshttp://www.icglass.org


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Supplier profile: Antonini


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70 years in the lehr businessThis year marks the 70th anniversary of Italian lehr manufacturer, Antonini. Sally Love visited Barbara Antonini at the companys plant in Empoli, Tuscany, to mark the occasion.

Continued>>

What do you attribute your success to?I think that there is a combination between tradition and modernisation. We still have some workers who have been here for 40 years, as well as very young people. I think it is this combination.

Even when people have reached the age of retirement, some have remained working with us teaching the new generation, which is very important.

Maybe another thing was to choose to have a manager who is not part of the family. This is important, because unfortunately its not always easy to grow up in peace for a family business company. At first it is the father who creates the company, then the sons inherit, sometimes the wives, sometimes the nephews and so on, and the family grow up. It can be difficult to get a peaceful situation combined with the choice of leadership.

For us, the solution was to have a manager who has worked a long time in the company, but is not part of the family. This is helpful, especially for the changing of generations.

Can you give us any background to Mr Fosco Antonini and how he came to create the company?He started the company because he was working in a glass factory near here. This was an area very rich with glass factories after the Second World War.

Then he built a small company that made and repaired small accessories for the glass factories. In the 1970s he started to manufacture lehrs. So, Antonini as a lehr maker started around 1970, but the company was founded in 1946 and was upgrading existing lehrs, for example, or electric switchboards and moulds, things like that.

My cousin Francesca, who is chief of the technical office, and I are the third Antonini generation working in the company.

My grandfather and my father and my uncle would probably have preferred to have all sons instead of daughters, but we are mainly daughters!

What caused the company to change tack in the 70s?The market progressed, and I think also that the two sons, Massimo and Cesare started working in the company and gave their father the strength to grow the company and begin a new adventure.

I think they gave him a lot of ambition.

I think that there is a

combination

between

tradition and

modernisation

How many people does Antonini employ now?At the moment we are 60, just working here. Then we have some small companies working for us and making, for example, control cabinets.

We are around 100 people, taking into account the small companies.

Are there any particular trends in the annealing and decorating lehrs market at the moment? This is a good moment for the market; for the past three years we have been busy in production. We have had little time to dedicate to innovation, but we are preparing a new burner and we want to pay attention to energy consumption.

The first change we have made is the method of assembling these burners. We have strongly reduced the assembling time.

We send one of our technicians and they make the assembly this is an important cost for us, because it takes at least six or seven days to assemble and start up the lehr. So, this new burner has a speedy assembling time, and also its so easy that if the customers want they can do it by themselves.

How much has the assembly time reduced by? I suppose we can say that it takes one day less to assemble, depending on the length of the lehrs burners.

Antoninis new burner, which has a significantly

reduced assembly time.

ANTONINI supplier profile.indd 1 4/12/16 10:13 AM

Supplier profile: Antonini


How much of your production is exported?95% is for export. At the moment, the most important geographical market is Latin America and South America Latin America first, then Brazil.

What geographical regions do you see as being most prominent for your business over the next five to ten years?For the past two or three years, the largest part of our production has gone to Latin America and Brazil.

We see something moving in Bolivia and in Ecuador. South East Asia is a big market too. We also have business in Europe: Turkey is a good market, France, and there is something in Poland.

We are selling a lot of decorating lehrs in Latin and South America, particularly in Latin America. We have also this year had a couple of big projects in India, and India is a new market for us.

There is also something in the Middle East, with Saudi Arabia and the Emirates, but the most important is Latin America, both for annealing and for decoration, it has both the production of glass and the decoration - and very large lehrs, such as 4.8 metres width and 30 metres in length.

What plans does the company have for the fu-ture, in terms of technical development?We would like to dedicate more attention to the research department.

We would like to separate the technical office from the research office, maybe increasing the number of engineers that are working there, and maybe having another one or two that would be dedicated only to research.

I think this is important as with our machine, the lehr, there is no big mechanical or technical engineering and in the last few years we havent seen a lot of innovation.

I think if we focus on it, we can find something. Maybe to optimise consumption; maybe to reuse the heat in a way that saves energy; maybe to optimise the assembling of the machines on site.

We would like to invest more time and money on the research department. r

Antonini, Empoli, Italy.www.antoninisrl.com

z Work done on site at Antoninis plant in Empoli, Tuscany. The company wants to invest more in R&D.

ANTONINI supplier profile.indd 2 4/12/16 10:13 AM

Country overview: UAE


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Sun rises on UAE as a glass hub

The UAE has only recently become a place of interest to the hollow glass industry, with the fi rst plant starting production in Dubai as recently as 1997. 20 years on, there are fi ve companies operating out of the region producing tableware and bottles for the food, beverage, perfumes, pharmaceutical, and spirits sectors. As Glassman Middle East comes to Abu Dhabi, Sally Love provides an overview of the companies in the country.

Fig 1. The UAE is strategically close to the Af-

rican, Indian and European

markets.

Continued>>

The UAEs oil reserves are ranked as the seventh-largest in the world and the surrounding regions bountiful supply of natural gas, cheap labour, tax incentives and location all add up to make it a desirable place for glass manufacturers to set up production.

The UAE has the second largest economy in the GCC (after Saudi Arabia), however its economy remains predominantly reliant on oil. With this in mind, in recent years the rulers of the UAE have made concerted efforts to attract foreign business and encourage an economy less dependent on the price of oil.

The efforts have been rewarded, with four of the fi ve glass plants in the region being foreign-owned companies that have started in the area.

As well as the fi nancial incentives offered by the countrys freezones, the UAE is strategically close to the African, Indian, and Asian markets and its neighbouring MENA region, including the recently accessible Iranian market (Fig. 1). Over the last 20 years fi ve hollow glass plants have sprung up across Dubai and Ras al Khaimah, producing glass for a variety of sectors.

Altajir GlassThe only Emirati company out of the fi ve plants, Altajir glass factory is based in Dubais Jebel Ali industrial freezone and was the fi rst container glass plant to start production in the region in 1997.

Altajir Glass exports approximately 70% of its production to the Gulf region and across the world, and since its inception the company has had two phases of major investment.

The fi rst expansion was in 2003 when a third line was installed at the plant in just 85 days. Altajir Glass invested $27.2 million and increased capacity from 1.5 million bottles a day to 2.25 million, or 540 tons per day (t/d).

The second phase of the plants expansion began

in 2003 and was completed in 2005. This doubled the plants production, resulting in a capacity of 4.5 million bottles per day and a wider range of bottles including wide-mouth food jars.

A line was put in to produce decorated, refi llable bottles and the plant now has the ability to produce more than 1 million decorated bottles per day. In total, the company has spent $300 million on investments since its inception, although investment has slowed in recent years.

Owens Brockway Glass provided equipment for the Altajir plant when it was being constructed in 1996 and remained an advisor throughout the companys expansion.

Altajir Glass also contracted Italys All Glass, Bucher Emhart Glass, Zippe Industrieanlagen, Siemens Energy, Horn and AGR International to name a few, to supply its equipment.

FrigoglassIn 2011 Frigoglass expanded its container glass manufacturing facilities by acquiring Jebel Ali Glass plant in Dubai. The plant, which had been producing glass in the Jebel Ali freezone since 1997, had already established exports to South and East Africa. This fi t with Frigoglass existing portfolio, as its other plant is located in Nigeria and mainly caters to West Africa. Jebel Ali Glass also exported to Asia and Europe, allowing Frigoglass to enter these markets. Frigoglass Nigeria plant has three furnaces and produces more than 600t/d, while the Dubai plant has a 360t/d capacity.

Frigoglass acquired the plant for $6.8 million, taking on a net debt of $23 million.

In 2015 Frigoglass entered into an agreement with Mauritius GZ Industries to sell the Nigeria and Dubai container glass plants for $225 million. This deal fell through recently, as GZI were unable

UAE overview.indd 1 4/13/16 2:56 PM

Country overview: UAE


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Over the past 20 years

fi ve hollow

glass plants

have sprung up

across

Dubai and Ras

al Khaimah

to secure the necessary level of debt fi nancing and Frigoglass rejected its amended offers.

Arc InternationalArc International began operations in the UAE in 2004 with the aim of targeting the Iranian market. Choosing Ras al Khaimah as its base due to the emirates stable regime and proximity to Iran, initially exports to the country accounted for close to 80% of the plants business.

Arc acquired the plant along with two furnaces from RAK Ceramics and immediately added a third furnace. In 2011 production started on a fourth, and today production is split with three furnaces producing fl int soda-lime glass and one producing opal glass. The plant also has a large decoration facility that provides services from fully automated to manual detail, depending on the requirement.

When trade restrictions came into force with Iran, Arcs direct exports to that country ceased however export rates from the plant still account for around 95% of production, primarily to the Middle East (with an emphasis on Saudi Arabia), Africa (especially South Africa) and the Indian subcontinent. The domestic UAE market accounts for 4-5% of sales.

With the recent lifting of trade sanctions with Iran, the company anticipates the market opening up again for Arc hopes that the country will account for around 20% of sales in the future.

Arc International was bought by an American investment group in 2015 and since then the companys fi nances and production have improved, with investment and transformation in its plants around the world. There is not yet any word on investments that may be injected into the RAK plant, perhaps because, surprisingly, gas prices in the Emirate are relatively high. This is a situation that is expected to be resolved.

The factory primarily manufactures items for

the Luminarc and Arcoroc brands, as well as for the RAK Glass brand, which is distributed in the Middle East, Africa and Asia.

RAK Ghani GlassA joint venture between Pakistans Ghani Glass, Saudi Arabias Swicorp, Ras al Khaimahs industrial freezone RAKIA, and Pakistans JS Group, RAK Ghani Glass produces a range of pharmaceutical items exporting to 30 countries.

The plant was established in 2010 and has a capacity of 40,000t/a, producing 600 million light-weight pharmaceutical glass containers per year to accredited European Standards.

SaverglassSaverglass is the most recent addition to the UAEs hollow glass industry, setting up in Ras al Khaimah in 2013. The company invested $93 million into the facility, which covers 100,000m2 and has a staff of approximately 180.

Also based in the RAKIA free zone, Saverglass chose the UAE as its fi rst and only location outside of France due to its ease-of-access to the Middle East, Asian and African markets. The company also said that proximity to raw materials and energy, as well as low labour and construction costs, swayed the decision towards the UAE. The plant makes and decorates luxury bottles and glassware, and has the capacity to produce approximately 150 million bottles per year.

Arc International will provide a keynote presentation at the Glassman Middle East conference. See www.glassmanevents.com/mid-eastwww.arc-intl.com/Accueil.aspx www.frigoglass.comwww.rakghaniglassllc.comwww.saverglass.com/fr

UAE overview.indd 2 4/13/16 2:56 PM

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Energy efficiency


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We all are surrounded by glass in many different areas of our daily life, yet rarely do we realize that we are dealing with glass in that particular situation. Maybe more than in any other glass industry this is valid for container-glass. Even fewer people realize the high energetic effort that is put into a single beverage bottle.

Energy consumption at the beginning of automated glass-container manufacturing was about 12.000 MJ per ton of molten glass. Today it is in the region of 4.000 MJ per ton of molten glass, sometimes less, depending on the cullet ratio.

Melting glass is still an energy intensive process. The energy required to melt a typical 0.33l beverage bottle is in the range of 0.8 1 MJ, which equals roughly the energy content of 20ml of gasoline, which could fuel an efficient car for nearly half a kilometre distance.

CulletThe addition of cullet reduces energy consumption mainly due to the more favourable heat-radiation input into the batch-materials. This is due to their IR-radiation transparancy and due to the fact that they have already released their CO2. So increasing the cullet content is a route pursued by many container glass manufacturers to at least somehow cope with increased energy costs. The recent drop in energy costs was caused by hydraulic fracturing (colloquially called fracking) of shale oil resources but this decrease is only temporary and in the mid-term prices will rise again.

Other options to save energy beside

cullet usage are available. Some are so called no-brainers. These include good housekeeping, maintenance of melting furnaces and existing auxiliaries such as regenerators or recuperators, improved insulation, avoiding false air-leakage and so on. Other measures require investment.

Devices for flue-gas heat recovery include regenerators, recuperators, batch and cullet preheaters (BCP) or systems such as the thermo-chemical regenerator or thermo-chemical recuperator.

Apart from regenerative heat recovery systems, none of the above systems has been comprehensively accepted in the container glass industry. This is due to high investment costs, the complexity of the system or even skepticism when

viewing the mandatory life time of such systems of more than 10 years.

When aiming for completely new melting or energy-recovery systems, one has to compete with an old system, the regenerative U-flame furnace, which has been optimised to a high level.

U-flame furnaceInvestigations have shown that the system of a highly optimised regenerative U-flame furnace (which requires a large investment) can lead to energy consumption of about 3.300 GJ/ton of molten glass at 50% cullet.

This is a very good level, as the theoretical limit for melting glass, governed by thermodynamics, is about 2.700 MJ / ton of molten glass when 100% batch is used and about 2.000 MJ / ton of molten glass when 100% cullet is used.

In these cases zero percent (structural and flue-gas) losses are considered, which is not achievable.

Looking at a modern regenerative U-flame furnace, running at 4.000 MJ/ton of molten glass at a 75% cullet level, the situation is approximately as shown in Fig. 1.

50% of the energy offered in the process is inherently connected to the glass and its particular composition, leaving few options for improvement, except to decrease the water content of the batch and to choose low-enthalpy batches.

No major decrease in energy consumption can be enabled here. Importantly, choosing an intelligent batch composition and raw-material

Alternative concepts for energy efficient container glass melting Christian Roos* and Guenter Lubitz** discuss several concepts which help reduce energy consumption during the glass melting phase. This is an abridged version of a paper at the forthcoming 90. Glastechnische Tagung event in Goslar, Germany in June at which Mr Roos is due to present.

Continued>>

ue gas

structural

enthalpy melting

evaporation

enthalpy

Enthalpy of glass melt: 45%

Structural heat losses: 20%

Flue gas losses: 30%

Evaporation: 2%Enthalpy for melting reactions: 3%

z Fig 1. A modern regenerative U-flame fur-nace, running at 4.000 MJ/ton of molten glass

at a 75% cullet level.

IPGR.indd 1 4/12/16 11:34 AM

Energy efficiency


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mix should be the standard at a highly-developed container plant.

Lets have a look at the remaining 50%. These comprise the structural losses, which account for circa 20% and the flue-gas losses which account for circa 30%. The insulation of furnaces has been improved, which has led to fewer structural losses but limits have been nearly reached here. Wall losses can sometimes be reduced to less than 3KW/m2 excluding construction items such as joints or sealing. Including construction items, best practice wall losses are in the range of 3 to 5KW/m2. So, the low hanging fruits here have already been harvested and furnace operators sometimes worry about highly sealed furnaces, because corrosion might be increased.

But looking at the structural wall losses, even if an additional 30% improvement was enabled (which would be a quantum leap), this would account for only an additional saving of ca. 250 MJ. This is not to be neglected, but owing to circumstances, larger investments are necessary to enable such high quality insulation.

Energy lossesWhat remains are the energy losses due to the flue-gas leaving the furnace.

Taking an end-port fired U-flame furnace after the regenerator, these losses are in the range of 1.000 MJ / ton of molten glass or more.

This depends on numerous things such as design, size and age of the regenerator, false air (which by the way is strongly influenced by furnace pressure, a parameter which is rarely considered in detail by furnace operators) and more.

For an oxy-fuel furnace, even considering the fact that no flue-gas heat recovery is usually available, the flue-gas losses are lower than 1.000 MJ/ton of molten glass, mainly due to the tremendously lower flue-gas volumes per ton of glass.

A comparison is shown in Table 1.This comparison and the

aforementioned fact that only minor improvements can be achieved by optimising structural losses, means two roads can be pursued:

a) Optimising flue-gas heat recovery for U-flame furnaces; and

b) Develop intelligent heat-recovery systems for oxy-fuel furnaces.

To deliver for a) a more accepted approach is batch and cullet pre-heating

Air-fuel furnace [MJ/ton of glass] Oxy-fuel furnace [MJ/ton of glass

at 50% cullet at 50% cullet

Total 4.300 Total 3.436

Glass inherent (Water, Hchem, Hex) 2.107 Glass inherent (Water, Hchem, Hex) 2.100

Structural losses, upper and lower tank 817 Structural losses, upper and lower tank 636

Structural losses, Regenerator 129 Structural losses, Regenerator 0

Flue gas losses 1.247 Flue gas losses 700

z Table 1. Comparison between and air-fuel and oxy-fuel furnace.

(BCP). Yet, BCP is a cost intensive measure which is implemented after the regenerator. Continuous availability and reliability of the system also needs to be assured. An additional energy recovery of about 300 500 MJ / ton of molten glass can be gained here.

A widely accepted heat recovery for an oxy-fuel furnace still needs to be developed.

Systems such as the aforementioned thermo-chemical regenerator or thermo-chemical recuperator are available but not accepted as a standard heat-recovery system, in the same way the regenerator is for air-fuel furnaces. Too many worries about the complexity of such a system prevail as well as the considerable additional costs that need to be taken into account for oxygen generation.

High oxygen costs are the main reason why oxy-fuel furnaces in Europe are not widely used in container glass melting.

Oxy-fuel melting yields many advantages, such as a higher heat capacity match between combustion space and batch, respectively glass melt, a better heat transfer from combustion space to melt, low to zero levels of NOx, more compact furnace designs and lower investment costs.

Interesting alternatives are in reach if a future perspective in oxygen generation is regarded. The membrane separation of oxygen with mixed conducting ceramic membranes needs high temperatures but low additional energy. The technical feasibility of this process is proved, up-scaling is pending.

The energy demand of the membrane-driven process is only 40-60% compared to conventional cryogenic air separation. All this would lead to a large drop in oxygen generation costs, facilitating the wider acceptance of oxy-fuel fired furnaces in the container industry.

Faster glass throughoutAn option to save energy is to develop melting concepts that enable a faster throughput of glass at the same quality.

This would at the same time decrease

the energy needed per ton of glass. The main issue to target is the convective flows in a melting tank.

The conventional understanding is that this convection is required in a glass furnace to efficiently transfer heat to the batch from the melt below.

The melting-in of batch (here most of the energy is required) is one crucial part.

The energy demand for the batch-to-melt conversion is high (typically 1.800 MJ/ton molten glass at 50% cullet) and its time demand is typically

Energy efficiency


(and mostly also poor space utilisation for sand dissolution and bubble removal).

The most important reason for the wide residence time distribution is the strong re-circulation glass melt flow, which is much stronger than the net pull.

Without this return glass melt flow, the batch blanket heating and consequent melting rate is too slow and batch might cover the complete surface area.

Without changing the heat transfer mechanism to the batch blanket or without changing batch treatment, it is hardly possible to reduce the need of the return glass melt flow.

Different measures on an evolutionary basis are recommended to improve furnace performance:

a) Improve the insulation and sealing of the furnace (furnace pressure has a significant impact on air leakage and hence energy consumption).

b) Change batch composition/structure so that it requires less energy for batch-to-melt conversion.

c) Recover as much as possible of the flue-gas heat (regenerator, BCP).

d) Use more effective fuels and oxidants (e.g. oxygen instead of air).

e) Control the process and operate the furnace at its optimum working point.

Under most optimal conditions an energy consumption of ca. 3.300 MJ / ton at 50% cullet is achievable without any batch and cullet preheating. This is considered as the maximum energy efficiency that can be realised in an air-gas end-port fired U-flame furnace. If further improvements are targeted, more revolutionary measures need to be taken, such as:

a) Reduction of volume of the glass melting system to decrease average residence time and structural heat losses.

b) Reducing average residence time and tank volume. This is only possible by increasing batch blanket heating & melting kinetics or by improved heat transfer without a strong return flow from the fining zone.

c) The change from the conventional system with relatively large tank volume to a compact system with a more narrow residence time distribution. This requires advanced batch pre-treatment and/or advanced batch heating techniques.

d) A decreased average residence time to less than 10h seems to be necessary (and feasible). This decrease in residence time can for example result in about two times smaller total tank volume for the same glass production capacity.

In summary, demands should be addressed to research and development departments at universities and institutes and to suppliers to glass-melting industries. Break-through technologies are necessary in the following fields:r More compact/alternative furnace designs; r Cost-efficient batch selection or pre-treatment methods; r Batches with enhanced melting kinetics; r Better heat recovery from flue gases;r More efficient oxygen generation systems (these are

desperately needed to not only be more energy efficient but also to be more sustainable). r

*General Manager, IPGR, Bulach, Switzerland.www.ipgr.com **Vetropack Holding, Blach, Switzerland.www.vetropack.com

The Specialists in Electric Glass Melting and Conditioning

www.electroglass.co.uk

BENFLEET, ENGLAND

ELECTROGLASSTHE KEY TO IMPROVED

ENERGY EFFICIENCY

HIGH EFFICIENCY ALL-ELECTRIC FURNACES, FOREHEARTHS &

BOOSTING FOR ALL GLASS TYPES

Electroglass 2015 Ad.indd 4 22/10/2015 11:12

IPGR.indd 3 4/12/16 11:34 AM

Energy and Environment


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Reducing risk in cullet quality control

The use of cullet is crucial to a glass manufacturer. It saves money in virgin raw material consumption and about 2 to 3% of melting energy savings can be achieved for each 10% of cullet that replaces primary raw materials, as no reaction energy is required when melting cullet. As carbonates are replaced by cullet, less CO2 waste gases are generated.

However, for the glass manufacturer, theres a disadvantage: cullet may contain harmful contamination that disrupts the glass manufacturing process and can generate glass defects. This leads to glass failure and breakage.

There is a growing trend to use more cullet in, for example, container, float, cellular and glass wool production because it brings so many benefits. As a result, there is an increased need for good quality cullet and for more accurate, precise quality control procedures.

Cullet quality controlCullet contamination usually consists of ceramics, stones and porcelain (CSP); metals (ferro and non-ferro) such as lead, aluminium and iron; organic impurities such as paper, plastics, food scraps; and incompatible glass such as vitro-ceramics in soda-lime glass.

Contaminations have a direct negative impact on the glass manufacturing process and the quality of the glass

product. Contamination levels are usually set very low such as 20mm 40%; 12-

20mm: 35%; 6-12mm:

15%; 3-6 mm: 10%.

#1

Sample size Impurities

CulletLegend

(weight)

#2

zFig 2. Schematic representation of lot #1 and lot #2 having impurities (red stars). Both #1 and #2

have the same (weight) concentration of impurities.

The weight of each impurity in lot #2 equals three

times the weight of the impurities of lot #1. Taking

randomly samples (blue rectangles), we see that

samples taken from lot #2 have a higher probability

to be more representative for the lot quality than

samples taken from lot #1.

all cullet quality specifications, it is in the interest of the cullet supplier and the glass manufacturer to agree on the maximum acceptable consumers and producers risk level. If both parties agree e.g. on a maximum 5% consumers and producers risk, they agree that according to their applied QC procedures, the probability for a wrong QC result is lower than 5%.

Using cullet quality specifications, sample size, granulometry, concentration and weight of the impurities, a so called operating characteristics curve must be calculated to determine the consumers and producers risk levels.

Operating characteristicsAn operating characteristics curve shows the quality of the lot along the X axis and probability of rejection (or acceptance) along the vertical Y axis. For example: a 500kg sample is taken from a 1000 tonne cullet lot. The maximum allowable amount of CSP is 20 grams per

GEM energy environ.indd 1 4/12/16 10:16 AM

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