36
Energy Performance Services (EPS/Canada) Inc. Presentation and discussion with the Select Committee of the NB Legislature
Energy Performance Services (EPS/Canada) Inc.
Presentation and discussion
with the Select Committee of
the NB Legislature
EPS introduction • 24 years of specialization in energy efficiency/energy
management
– Industrial EE projects
– Industrial Energy Management Information Systems (EMIS)
– Industrial management systems for energy management (ISO 50001)
Canada, US, Brazil, Russia, Japan, India, Thailand, Vietnam, Africa
Established 1992
www.epsenergie.com
Energy Management System
(Defined management process)
Energy Management
Information System
(EMIS)
Organizational action
to manage energy
-Management
-Operations
-Floor level
Sav ings
Project approach
ISO 50001
Technology
Savings
+O&M
Savings EMIS
+Top
Management
+ Energy planning
+Procurement
+Design
+Communications
+Training
+Checking
Management System Organisation
Established 1992
www.epsenergie.com
Established 1992
www.epsenergie.com
Current*/Recent Projects/Customers
• US
FOE OEE 3M
HQ
ENS
ENB NBP
2011-
present
2007-2012
2012-
present
2015-
present 2015-
present
www.epsenergie.com
Current*/Recent Projects/Customers
3M * (7 facilities) Hydro-Quebec IBM* Kruger* Domtar Labatt Toyoda Gosei Efficiency NS JD Irving* CKF* Oxford Frozen Foods Stellia Aerospace* Michelin* CEC 21 plants Arauco* Dunsky*-NB Power
Focus on Energy Georgia Pacific* Kohler* Saputo* GKN* Aptar* Charter Steel* Menasha Packaging* Foremost Foods* Quad Graphics* Phillips Medisize* JBS* Green Bay Packaging*
US Canada
Metering & Drivers
Energy Management Information
Procurement
Supervisory & operators
Engineering
Management
Hardware
Performance
Information
Management
Systems
& Procedures
People in organizations taking Action
Energy Account Centers (EAC’s)
IT Data capture & Integration
Energy p
erform
ance in
form
ation
Im
pro
vemen
t Actio
ns Maintenance
What is EMIS?
Energy savings
9
Energy Account Centers
Established 1992
www.epsenergie.com
Utility Generation
Outsourced Buildings
Energy Account
Centres #5
Energy AccountCentres #4
Energy AccountCentres #1 - 3
Building #1
Manager Energy $ / Year
Manager 1 $6 million
Manager 2 $2 million
Manager 3 $1.5 million
Manager Energy $ / Year
Manager 4 $1 million
Manager Energy $ / Year
Manager 5 $4 million –
including on site
generation
Building #2
Building #3 Significant energy uses
“controllable elements” that can be affected by
the organization
Prod. Line 1
Buildings and Warehouses
Utility Generation
Prod. Line 2
Prod. Line 3
Energy Account Centers #1 - 3
Energy Account Center #4
Energy Account Center #5
EMIS Elements
Established 1992
www.epsenergie.com
Operators &
Maintenance
Management
Supervisors
Summary Information
Exception Report
Control
Information
Energy consuming systems
Act
ion
Me
asu
re
Management Report
Supervisor Report:
Operator info:
EAC Owner
Budget Information
EAC Owner Report:
Reporting Structure
Data
Collection &
Analysis
Established 1992
www.epsenergie.com
EAC’s Preliminary EAC
design
Purpose definition
Gaps
Metering &
Data Capture
Data Analysis
&
Reporting
Systems
People Taking Action
Energy
Management
Systems
& Procedures
Gap
Closure
Savings
Estimation
EMIS Audit
Report
(Business
Case)
Cost
Estimation
Understand the
current organization
management systems
EMIS Audit
Established 1992
www.epsenergie.com
Who has a role to play in improving our energy
performance?
Established 1992
www.epsenergie.com
Project
Pipeline
Program Structure
EMIS
Opportunity
Identification
EMIS
Audit
Business
Case
Implementation
Savings
Measurement
EMIS
Imp Plan
Project
Development
101
Introduction
to EMIS
Advanced
EMIS
Modeling
Capacity
Building
EMIS
Implementation
M&V 101
M&V 201
50%
Max $50 k
50%
Max $250 k
50%
Max $50 k
100%
Max $15 k
50%
Max $35 k
50%
Max $100 k
Program Participation Agreement Investment Criteria
Project Pipeline EMIS
Sector & Technology
Days
Large Industrial Program Structure
Project
Development
201
Conducting
the EMIS
Audit
EMIS Impl.
Planning
Efficiency NB Large Industry Program
Program Approach
Address all energy sources
Position energy efficiency as a business issue
Involve strategic, financial and operational levels of organization
Define investment criteria and co-share costs and risks based on actions
Provide a comprehensive approach and structured path for targeting and implementing capital and operating energy efficiency improvements
Build organizational and individual energy management competencies in industry & the service sector
Provide high quality account support to industry;
26 Participants
Pulp & Paper (7) Wood Processing (9) Food Processing (5)
Other (4)
AV Nackawic Flakeboard McCain’s (F) Irving Oil
AV Cell Marwood McCain’s (GF) CertainTeed
Irving Paper Groupe Savoie Moosehead Irving Wallboard
Irving P&P Twin River (PR) Conner IPL
Irving Tissue Grand Lake Timber Maple Leaf Xstrata
Lake Utopia Paper Deersdale Sawmill
Twin River-Ed Doaktown Sawmill
Scierie Grand Riviere
Veneer Hardwood
Tip of the Iceberg?
Category Financial value
Capital Investment $103,000,000
Annual recurring $ savings $ 26,000,000
Avoided energy use 2800 TJ (4.1%)
Avoided GHG 200,000 TPY
Total Energy = 68 PJ
Achievable potential could
range from 5%-13%
Large Industry Program # Annual TJ Reduction
Capital Invested
Annual $ Savings
Incentives Paid
Large Industry Participants 26
Capital Projects in construction or operation
29 2,621
$108 million
$26 million
$774,000
EMIS in construction or operation
6 188
$1.5 million
$3.5 million
$660,000
Impact of all measures to date in construction or operation
35 2809 109.5 million
29.5 million
$1,434,000
Program Results Program results
A recognized model
2010 International Star of Energy Efficiency Award from the Alliance to Save Energy for the Large Industrial Program
Modest incentives focusing on
energy management measures (EMIS) and capacity building, not equipment change-outs
Program Structure
EMIS
EMIS
Audit
EMIS
Imp Plan
EMIS
Implementation
Business Case
Structured path
% of total market % conversion
EMIS Audits 22 85% 68%
EMIS Implementation Plans 15 58% 100%
EMIS Implementation 14 54%
Efficiency
New Brunswick
Program Structure
EMIS
EMIS
Audit
EMIS
Imp Plan
EMIS
Implementation
Business Case
Structured path
Efficiency
Nova Scotia
Program Structure
ISO/EMIS
ISO/EMIS
Audit
ISO/EMIS
Implementation
Business Case
Structured path
Focus on Energy
Wisconsin
# Conversion %
ISO/EMIS Audits
Completed 6 6 100%
In-progress 6
Total 12
ISO/EMIS Implementation
In-progress 6
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,0002
5-F
eb-1
51
-Mar
-15
5-M
ar-1
51
0-M
ar-1
51
4-M
ar-1
51
8-M
ar-1
52
2-M
ar-1
52
6-M
ar-1
53
0-M
ar-1
54
-Ap
r-1
51
0-A
pr-
15
14
-Ap
r-1
51
8-A
pr-
15
22
-Ap
r-1
52
6-A
pr-
15
30
-Ap
r-1
54
-May
-15
8-M
ay-1
51
2-M
ay-1
51
6-M
ay-1
52
0-M
ay-1
52
5-M
ay-1
53
0-M
ay-1
54
-Ju
n-1
58
-Ju
n-1
51
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un
-15
17
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n-1
52
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un
-15
26
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n-1
53
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un
-15
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ul-
15
8-J
ul-
15
12
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l-1
51
8-J
ul-
15
22
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l-1
52
6-J
ul-
15
30
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l-1
53
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g-1
58
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g-1
51
2-A
ug-
15
16
-Au
g-1
5
kWh
/ D
ay
Electricity: Energy Drivers vs Actual
Baseload - 78% Tonnage - 22% Total kWh
kWh / Day = 305,710.59 + 122.17 * Tons of Production +/- 22,309.62
Fixed Baseload = $ 6.2M / year
Established 1992
www.epsenergie.com
Total = $ 7.9 M / year
$0
$20
$40
$60
$80
$100
$120
20
15
-No
v-0
3 0
7:0
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20
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20
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-No
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20
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20
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20
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3 1
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5
20
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v-0
3 1
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20
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5
20
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20
15
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v-0
3 1
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5
20
15
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v-0
3 1
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0
20
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v-0
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5
20
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v-0
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0
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v-0
3 1
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5
20
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v-0
3 1
9:0
0
20
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v-0
3 1
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5
20
15
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v-0
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0
20
15
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v-0
3 1
5:1
5
20
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-No
v-0
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0
20
15
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v-0
3 1
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5
20
15
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v-0
3 1
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20
15
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v-0
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5
20
15
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v-0
3 1
9:0
0
20
15
-No
v-0
3 1
9:4
5
20
15
-No
v-0
3 2
0:3
0
20
15
-No
v-0
3 2
1:1
5
20
15
-No
v-0
3 2
2:0
0
20
15
-No
v-0
3 2
2:4
5
20
15
-No
v-0
3 2
3:3
0
20
15
-No
v-0
4 0
0:1
5
20
15
-No
v-0
4 0
1:0
0
20
15
-No
v-0
4 0
1:4
5
20
15
-No
v-0
4 0
2:3
0
20
15
-No
v-0
4 0
3:1
5
20
15
-No
v-0
4 0
4:0
0
20
15
-No
v-0
4 0
4:4
5
20
15
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v-0
4 0
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0
20
15
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v-0
4 0
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5
20
15
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v-0
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15
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v-0
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5
20
15
-No
v-0
4 0
8:3
0
Ener
gy c
ost
s (1
5m
in)
Production Off Target Cost
Established 1992
www.epsenergie.com
0
30000
60000
90000
120000
-
2,000
4,000
6,000
8,000
Cu
mu
lati
ve S
avin
gs (
kWh
)
kWh
on
Su
nd
ays
Baseline $10,884
Established 1992
www.epsenergie.com
3.9
energy
management
system
(EnMS)
set of interrelated
or interacting
elements to
establish an
energy policy
and energy
objectives, and
processes and
procedures to
achieve those
objectives
This International Standard is based on the Plan - Do - Check - Act (PDCA) continual improvement
framework and incorporates energy management into everyday organizational practices,
• EM Action plans
• Training & awareness
• Communication
• Documentation
• Operational control
• Design & procurement
• Energy review
• Energy baseline
• EnPIs
• Objectives & targets
• Action plans
The energy management system is similar to other
ISO systems. It involves the following components:
1. Top management communicates the importance
of continuous improvement in energy performance
through an Energy Policy, setting objectives and
targets and the allocation of responsibilities and
resources
2. There is an annual planning process to determine
how the organization is going to achieve
improvement in alignment with the policy,
objectives and targets
3. The organization implements the energy action
plans and build energy management into our day
to day activities
4. We check our improvement in energy
performance, correct non-conformities and
periodically conduct internal audits of the system
5. Management conducts reviews to assess the
progress of the organization in achieving energy
performance improvement
I - Site Investigation II – Perform Energy
Analysis III – Develop Energy
Saving Strategy
IV – Calculate Potential Energy
Savings
V – ISO 50001 Gap analysis & work to
close gaps
VI – Identify EMIS Infrastructure (meters, data
capture & reporting)
VII – Estimate Project Cost
VIII – Implementation
plan
IX – Present business case
ISO 50001/EMIS Business Process Flow Diagram
Established 1992
www.epsenergie.com
Management responsibility Energy Planning CheckingManagement
Review
Top Management Energy review Training Internal audit
Policy Communications
Appoint Mgmt Rep Signif Energy Uses Design EMIS
Approve EM team Purchasing
Communication of importance Obj's & targets Employees' ideas
Objectives & targets
Indicators Targets
Results reporting SOP training
Management reviews Actual performance
Control actions
Management Rep Results
Implementation of EnMS Non-conformities
Identify EM team
Report to management Project A3's Projects Implementation Project savings
Energy planning
Communicate responsibilities
Promote awareness of policy EnPIs
EM Team Energy baseline
Energy Coordinator
Operational control
Action Plans
Operational
Control
Energy savings
from operational
control
Periodic
evaluation of
EnMS
Total energy
savings
Implementation & operation
Support
Influencing activity
Energy Management System (EnMS) Structure
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Overall
Management Review
Checking
Procurement
Design
Operational control
Documentation
Communications
Competence, Training & Awareness
Energy Planning
Energy Policy
Management Responsibility-Mgmt REP
Management Responsibility-Top Mgmt
37%
0%
0%
33%
0%
0%
88%
66%
13%
45%
50%
100%
50%
70%
25%
91%
33%
70%
55%
100%
83%
35%
97%
100%
54%
95%
Current Score
Initial Score
Energy Supply
=
Energy Efficiency
+ Energy Waste
- Recovered
Energy
I. Optimize supply
• Understand costs
• Optimize Tariffs
• Control peak
II. Increase energy efficiency
• Projects
• Operations
• Utilities
• Buildings
III. Eliminate energy waste
• Excess loads
IV. Maximize recovery
• Waste heat
• Boiler plant
• Buildings
Energy Management Strategy
Established 1992
www.epsenergie.com
Conversion to useful work +
efficiency losses
Conclusions • Large industries recognize the value of moving to “systematic energy management”
• “One size does not fit all”
– EMIS, ISO 50001, SEP, SEM
• Industry needs help building the business case step for positioning energy management on a customized basis with senior management and for continuing to evolve it;
• Competitiveness is the main driver for industry. (Financial/ Environmental sustainability)
• Efficiency programs are essential.
• Energy management has to be of “all energy” not just electricity
• Substantial potential exists for savings but support is required to “make a culture of efficiency happen”
