KEP Newsletter Issue 2, June 2015

Knowledge Exchange Platform
Promoting Energy Efficiency through Best Practices in Industries covered under the
Perform Achieve & Trade (PAT) Scheme
Newsletter
Issue-2, JuNe, 2015
INsIDe
INSIDE
Message of Director General,

Bureau of energy efficiency
Knowledge exchange Platform

update
IsO 50001: Industrys Perspective
Best practice case studies
Arvind Limited, Santej
Seshasayee Paper and Boards
limited, erode
J.K. White Cement Works,
Gotan
Decarbonisation and energy
efficiency roadmap: experiences
from Cement Sector in the UK
Futuristic, Innovative, energyefficient technologies in
Aluminium Smelting
energy Management system and
PAT
upcoming events
Supported by
The award winning paintings of children who participated

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

Director General,
Bureau of energy efficiency
Message
Warm greeting to industry friends and colleagues!
the challenge of achieving sustained economic progress has put energy efficiency at the centre
stage of our growth agenda for meeting many of our pressing development priorities. The Perform
Achieve and Trade (PAT) scheme is geared to helping our nation realise this potential. We have
already made significant achievements under the PAT scheme, which is now being considered
as a model for many other countries to follow. However, we need to add momentum to these
efforts across all industry sectors. This will require collaboration for knowledge exchange and a
systems approach for transfer of best practices and technologies. It is also important that we build
an atmosphere of collective learning and partnership with the better performing industries willing
to share their knowledge with others.
The initiative of Knowledge Exchange Platform (KEP) was launched by BEE on 26th February, 2015 in
partnership with Institute for Industrial Productivity (IIP). KEP will respond to this need by providing
the institutional framework to catalyse the transfer of best practices within and across the industry
sectors. We have been very firm on our commitment in supporting the roadmap of activities
provided in the Action Plan that was released at the launch event of KEP. We have already constituted
Sector Learning Groups (SLGs) for each of the PAT sectors. With the help of these SLGs, we plan to
map innovative, new and cutting edge technologies for each sector, help expand the network of
experts and develop strategy to promote peer to peer learning, outreach and rapid uptake of best
practices and new technologies within each sector. To compliment this effort, we are also organising
sector level workshops and technology exhibitions where industry leaders share their best practices,
experiences and impacts. We started this series with Aluminium Sector workshop in April, 2015 at
Jharsuguda (Odisha), with the next workshop being planned for the Cement sector in June, 2015 at
Jodhpur (Rajasthan). I will encourage the industry associations and opinion leaders in each sector to
join hands with BEE in making these forums more active and vibrant.
We also intend to make KEP more interactive and in line with this effort we have initiated a series
of Blogs on issues and topics important to the Industry. Our first blog was on Normalisation and
I am happy that the industry found it relevant. I will encourage you to share the topics that you
would want us to cover in our subsequent blogs and also provide feedback on how it can be made
more effective.
this issue of newsletter covers case studies, which have been selected from textile, pulp & paper and
cement sectors and represent best examples of energy efficiency projects. The aim of presenting
them is to illustrate the possibility of energy efficiency gains in a range of applications across
sectors and their impacts. This newsletter also bring to you the experience of J K White Cement in
implementing energy management approaches under ISO 50001 as well as voice of Aluminium
sector on emerging technologies for energy efficiency.
Our objective is to evolve KEP as an active forum for discussion and we will shortly initiate a series
of policy roundtable discussions on issues that are relevant to the industry. I will encourage you to
write to us and provide feedback on how we can make KEP more effective and more responsive to
your needs.
Ajay Mathur
Newsletter For circulation within the KEP network only
Issue-2, June, 2015
Knowledge Exchange Platform Update

The Knowledge Exchange Platform (KEP)
was formally launched by Bureau of Energy
Efficiency (BEE) on 26th February, 2015
for transfer of best practices in industries
covered under the Perform Achieve and
Trade (PAT) scheme. A joint Action plan of
BEE and Institute for Industrial Productivity
(IIP) detailing the roadmap for KEP was
released by Shri P. K. Sinha, Secretary,
Ministry of Power, Government of India
at this launch event. A workshop was
also organized at the launch event, which
was presided over by Dr. Ajay Mathur,
Director General, BEE, where industry
representatives from different PAT sectors,
shared their experience and case studies
on implementation of energy efficiency
projects. The details of the launch event,
workshop can be viewed and downloaded
from http://www.iipnetwork.org/KEP-Article.
In line with the commitments made in
the Action Plan, Sector Learning Groups
(SLGs) have been constituted for each of
the PAT sectors in consultation with the
Industry representatives and concerned
Industry Associations. These SLGs have
representation from Industry Association,
industry leaders and technical experts
and will act as advisory group for
development and implementation of
sector specific strategies for KEP. The
SLGs will help in expanding the network
of experts and developing strategy to
promote peer to peer learning, outreach
and rapid uptake of best practices and
new technologies within each sector.
The 1st SLG meeting of Aluminium and
Cement sectors are planned on 20th
June, 2015 at Bhubaneswar (Odisha) and
22nd June, 2015 at Jodhpur (Rajasthan),
respectively.
To compliment this effort, we are also
organizing sector level workshops and
technology exhibitions, where industry

leaders will share their best practices,
experiences and impacts. We started this
series with Aluminium Sector workshop
in April, 2015 at Jharsuguda (Odisha),
hosted by Sesa Sterlite Limited, for
sharing of experiences on some of the
best practices adopted by the Aluminium
industries. A technology exhibition
was also organized on the sideline of
the workshop, which showcased the
energy efficient technologies of leading
technology providers viz. Rockwell,
Siemens, Schneider, Parker, Murgappa,
Crompton Greaves and Atlas Copco. The
Aluminium Workshop was inaugurated
by Mr. Abhijit Pati, Chief Executive Officer,
Vedanta Aluminium Business.
As a prelude to the workshop, a painting,
essay and quiz competition was
organized by Sesa Sterlite for raising
awareness on energy efficiency, which
was participated by 2000 children.
Winners of the essay, painting and quiz
competition were felicitated at the
inaugural session of the workshop. The
workshop had participation from over
200 distinguished speakers, eminent
aluminium industry leaders from NALCO,
Hindalco, Balco, government agencies,
research institutions and senior Industry
professionals amongst many others. The
next sector-specific workshop is being
planned for the Cement sector in June,
2015 at Jodhpur (Rajasthan).
We also intend to make KEP more
interactive and in line with this effort, we
have initiated a series of Blogs on issues
and topics important to the Industry.
The first Blog in the series was focussed
on PAT Normalisation- The need, which
received a good response and KEP
Secretariat responded to all the queries
from industry and other stakeholders.

KEP intends to pick up issues that are
relevant to industrys priorities and needs
in the subsequent blogs and for this we
seek your feedback and suggestions at
kep@beenet.in.
In order to promote cross-sectoral
interaction and knowledge exchange,
we have initiated Facilitation of friendly
energy efficiency exchange visits. We
feel that this is a unique opportunity for
active learning and will offer tremendous
opportunity to the industry to learn from
each others experience and knowledge.
KEP has requested Industry to convey
their consent to become part of this
initiative. We are happy to share that so far
we have received a very positive response
from the industry. We will keep the KEP
network informed on the progress we
have achieved under this initiative. We
also encourage you to write to us with
any suggestion at kep@beenet.in.
KEP Secretariat plans to organize SectorSpecific Best Practices Workshop for
Paper and Pulp sector (at New Delhi),
Textile sector (at Thane, Maharashtra)
and Thermal Power Sector (at Dahanu,
Maharashtra) in the next quarter. These
workshops are planned to be organized in
partnership with the concerned industry
sector. In our next edition, we will cover
more details on the same. KEP also plans
to launch an interactive website for the
industry that will provide a guide to
existing sources of information and also
a searchable database of technology
and service providers to enable the
users to choose from a range of options
and provide access to research, analysis,
databases etc. You will shortly hear
from the KEP Secretariat regarding the
website.
Newsletter
Issue-2, June, 2015
ISO 50001: Industrys Perspective

Experiences of J.K. White Cement Works, Gotan
Mr. V. S. Rathore, J. K. White Cement, Gotan
Introduction
JK White Cement Works, Gotan, was
commissioned in 1984 with state-of-theart technological assistance from M/s F.L.
Smidth & Co, Copenhagen, Denmark. Most
of the improvements and modifications to
the plant were brought about by in-house
talent. The commitment of JK Whites team
and leadership to technological innovations
is borne out by increasing production and
decreased energy consumption.
Journey towards implementation

of management systems
The journey towards implementing
international management systems started
in 1993 (Figure 1). The plant is among
the leading companies in the world to
acquire ISO-9001 (1993), ISO-14001 (1998)
and OHSAS-18001 (2005) certification
from LRQA, UK. The plant acquired SA8000 certification in March, 2006, from
RINA, Italy. The plants cement products
got CE mark certification by LRQA, UK,
in 2010 to cater to the requirement of
European countries. The JK White Cement
quality control laboratory achieved NABL
accreditation under the Bureau of Indian
Standards, as well as EN-197-1 in 2011.
Implementation of ISO 50001,

Energy Management System at
JK White Cement Works
The implementation of ISO 50001 started
in early 2014-15; with other management
systems (for quality, environment, health
and safety & social accountability) having
matured, it was not hard to implement
the Energy Management System (ISO
50001). A structured road map along with
roles and responsibilities was prepared to
implement the EnMS.
The President (Works), Mr. B. K. Arora,
initiated the process leading to the
implementation of ISO 50001 at JK
White Cement works. It was decided to
train two lead auditors, Mr. V. S. Rathore
(Manager, Planning), and Mr. Manish
Todwal (Engineer, Projects), for ISO 50001.
The management sent them to a 3-day
training in December 2013 and April 2014.
Both these lead auditors prepared the ISO
50001 manual for JK White Cement works
without the involvement of any external
consultants.
A core energy management team was

formed and Mr. Rajeev Sharma, Vice
President (Technical) was appointed
Management Representative (MR) for ISO
50001 to implement the EnMS
Figure 1: JK White Cements journey towards
requirements and to ensure
implementing Management Systems
smooth functioning of EnMS
MANAGEMENT SYSTEMS - JOURNEY - JK WHITE
activities at organization level.
2020
Mr. Sharma is a certified energy
2015
2010
manager and auditor, with
Y 2005
rich O & M experience and has
E 2000
A
handled versatile functions.
R 1995
1990
1985
1980
ISO 9001
ISO 14001
OHSAS
18001
SA 8000
CE Mark
MANAGEMENT SYSTEMS
NABL
ISO 50001
The Energy Management

team supports the MR
in energy management
activities including delivery
of energy performance improvements.

The team included:
Mr. Nitin Kaushik, Head, Mechanical,
who also headed the energy
management team
Mr. K. R. Yadav, Head, Electrical
Mr. Diwakar Bishnoi, Head,
Instrumentation
Mr. Mahesh Bhatnagar, DGM
(Process) /Mr. Abhinav Thada, Asst.
Engineer(Process)
Mr. Gajendra Panwar, Engineer
(Process)
Mr. Manish Todwal, Engineer (Project),
Secretary of the energy management
team
Implementation roadmap of ISO

50001
An action plan for implementing ISO
50001 was prepared. A snapshot of the
implementation plan, from July 2014 to
March 2015, is given in Table 1. Adherence
to this schedule was tough but a proactive
approach, years of experience and the
teams commitment led to success; the
plant completed the Stage 1 audit followed
by Stage 2 audit. The plant received ISO
50001 certification from LRQA, UK, on 19th
March 2015. The committed efforts of the
team made it possible to obtain ISO 50001
certification in a short span of time.
Individual tasks in the implementation
of ISO 50001:
Identification of current energy sources
and evaluation of past and present
energy use and consumption.
Identification of areas of significant
energy use by facilities, equipment,
systems, processes or personnel based
Newsletter
Issue-2, June, 2015
Table 1: Action Plan for implementing the ISO 50001 Energy Management System
S.
NO.
ACTIVITIES
JULYOCT
2014
1
NOV-7
DEC
14
15-20
DEC
14
5-7
JAN
15
08-Jan15
12-16
JAN
15
28-29
JAN
15
31-Jan- 3-5 FEB

15
15
1-5
MAR
15
ISO 50001 manual preparation
ISO 50001 manual finalization by

management
Sharing of ISO 50001 manual

with all employees
Internal auditors training on ISO

50001 by certifying agency
Gap analysis of ISO 50001

manual by certifying agency
Finalization of ISO 50001 manual
Internal audit of ISO 50001
Management review of ISO

50001
STAGE 1 audit of ISO 50001
10
STAGE 2 audit of ISO 50001
Challenges faced in
implementing ISO 50001
Although JK White Cement works started
the journey of implementing ISO 50001
with experience of ISO 9001, ISO 14001,
OHSAS 18001 and SA 8000, neither of
the two lead auditors was familiar with
the task of writing the ISO manuals for an
organization. Proper training (from within
and from outside the organization),
management guidance, and a thorough
study of the existing management systems
manual gave both lead auditors the
knowledge needed to write the ISO 50001
manual. This job was completed without
any external help, within four months.
ISO 50001 and the PAT scheme

on an analysis of energy use and
consumption.
Identification of relevant variables
which can significantly affect energy
use.
Determination of current energy
performance of sections, equipment,
and processes related to significant
energy use.
Including criteria such as energy use,

energy consumption, energy efficiency
and expected operating lifetime while
procuring new products/equipment/
services.
Figure 2: Certificate of Approval of
Energy Management System, ISO
50001:2011
Estimation of future energy use and

consumption
Identification, prioritization and recording of opportunities for improving
energy performance.
Deciding
energy baselines
measuring energy performance
for
Identification of EnPIs for monitoring

and measuring energy performance
Creating awareness amongst
employees and contract workers.
the
Ensuring proper EnMS documentation

Table 2: Benefits of implementing ISO 50001
Better use of existing energy consuming assets
Promotion of energy management best practices
Implementation of new energy efficient technologies
Help to organization in increasing efficiency, reducing costs and improving energy
performance
Reduced environmental impact and GHG emissions
Change in employee culture with sensitization towards energy savings and increase of
voluntary initiatives to reduce the energy consumption.
The implementation of ISO 50001 also

helps organizations to achieve the targets
of the PAT scheme, because ISO 50001 is
based on the PDCA cycle and emphasizes
establishing energy objectives, targets and
action plans and monitoring them. It also
provides the opportunity to reduce energy
consumption thereby improving the
energy performance of the organization.
Mr. B.K. Arora,
President (Works), J.K.
White Cement Works,
Gotan (Rajasthan)
White cement
production is an
area where you
have a very few manufacturers thus
benchmarking is difficult and to excel we
have to compete with ourselves. ISO 50001
is a tool which gives us not only in time
information about energy performance
but also provides areas, vision and system
to improve upon them. ISO 50001 provides
Systematic approach towards energy
reductions which not only reduce energy
cost but also reduce GHG emissions and
improves environment. An effective
implementation of ISO 50001 can only be
visualise when each of us is involved and
feels pride of it.
Newsletter
Issue-2, JuNe, 2015
Best Practice Case Studies

Arvind Limited, Santej
Mr. Harvinder Rathee, Arvind Limited, Santej
Introduction
the Indian textile industry employs
the largest number of people after the
agricultural sector. It provides direct
employment to more than 35 million
people. The sector contributes 4% to
the countrys GDP, 14% to the countrys
industrial production, and around 12% to
the countrys foreign exchange earnings,
18% of employment in the industrial
sector, 9% of excise duty collections and
more than 30% of Indias total exports.
(Source: M&V Protocol for Textile Sector by
Shakti)
Process
the textile industry produces a wide
range of products. The production process
includes four main activities: spinning;
weaving and knitting; wet processing; and
stitching (sewing). During spinning, the
first stage, fibers are spun into yarn which
is then woven into fabric on a loom. Most
woven fabrics retain the natural color of
the fiber from which they are made and are
called grey fabrics at this stage. They are
then bleached, printed, dyed and finished
(together categorized as wet processing);
Figure 1: Electricity consumption in a
typical integrated mill
the final stage is stitching. Cotton, jute,

wool, silk, man-made and synthetic fibers
are used as raw material.
Energy Intensity
energy costs in the textile industry
account for 5%17% of the total
production cost. According to the Asian
regional research Program in energy,
Environment, and Climate (ARRPEEC)
survey, 33.5 kWh of energy is consumed
per kg of yarn in a modernized spinning
mill; 0.090.2 kWh/kg of fabric in knitting
units; and 0.040.15 kWh/kg of fabric
in the dyeing process. In fabric dyeing
units, the consumption of steam may
vary from 4 kg to 9 kg per kg of fabric.
The typical break up of electricity and
thermal energy consumption for an
integrated mill is shown in Figure 1
and 2. (Source: M&V Protocol for Textile
Sector by Shakti)
Perform, Achieve and Trade (PAT)

Scheme
textile plants having 3000 metric tonne
of oil equivalent of annual energy
consumption or above are Designated
Figure 2: Thermal energy consumption
in a typical integrated mill
Thermal
Electricity
Boiler Loss
Spinning preparatory
12% 13%
Ringframe
10%
Weaving
28%
19%
18%
10%
15%
Humidification
Processing
Others
Dyeing & printing

25%
15%
35%
Bleaching and
finishing
Humidification &
sizing
Steam Distribution
loss
Energy Consumers and covered by the

Perform, Achieve and Trade (PAT) scheme
of the Bureau of Energy Efficiency. The
key goal of the PAT scheme is to mandate
specific energy efficiency improvements
for the most energy-intensive industries.
In the first PAT cycle (2012-2015), 90
designated consumers from the textile
sector have been covered for which
targets have been notified. The textile
sector; has been categorized into four sub
sectors, spinning, processing, composite
and fiber, based on the process carried
out there. The total energy consumption
of these designated consumers is about
1.20 million tonnes of oil equivalent/year.
(Source: PAT Booklet)
Success Story: Arvind Limited,

Santej
Arvind Limited is a textile manufacturer
and the flagship company of the lalbhai
Group. The companys headquarter is
at Ahmedabad, Gujarat, with units in
Santej, manufacturing cotton shirting,
denim, knits and bottom weight (khakis)
fabrics. It has also recently ventured
into technical textiles and started an
Advanced Materials Division in 2011. It is
Indias largest denim manufacturer and
also the worlds fourth-largest producer
and exporter of denim.
the unit has the following certifications:
ISO 14001:2004, ISO 9001:2008 and OHSAS
18001:2008; the denim plant complies
with energy Management systems, IsO
50001, and is certified as such.
A snapshot of the plants energy
consumption (2012-2015) is given in
the Table 1 and the specific energy
consumption during production, from
2010-2015 is shown in Figure 3.
Newsletter
Issue-2, JuNe, 2015
Table 1: Energy consumption in the plant (2012-2015)

Description
Unit
2012-13
2013-14
2014-15
Annual production
Metric tonne (t)
28774
35159
38111
total electrical energy

consumption/year
Million kWh
210.3
211.8
221.5
specific electrical energy

consumption
kWh/t
7308
6024
5801
total thermal energy

consumption (used only for
process)
Million kcal
specific thermal energy

consumption
Million kcal/t
Figure 4: Area-wise compressed air

sharing in Composite Textile Unit
(Arvind Ltd, Santej)
Area-wise Compressed Air Sharing (%)
in Arvind Ltd, Santej
4%
398272
484919
5% 3%
522971
Weaving
13.84
13.79
13.72
Spinning
Cleaning
Yarn Dyeing
88%
Figure 3: Specific Energy Consumption in the plant (2010-2015)

Sp. Energy Consumption (MTOE/t of Production)
Scenario before implementation
Sp. Energy Consumption
3
2.5
2
2.796
2.322
1.5
1.953
1.892
1
0.5
0
2010-12
2012-13
2013-14
2014-15
Year
Sp. Energy Consumption (MTOE/t of Production)
In the year 2014-15, the plant invested

Rs. 305 lakhs on energy conservation
projects. Of the different energy saving
projects, the one optimizing the
compressed air system led to the first prize
in the textile sector at the prestigious
National Energy Conservation Award
2014, awarded by the Ministry of Power,
Government of India.
Innovative Project: Compressed

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

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

operation in all sBus and dedicated air
compressor houses supplied air to the
respective SBU (specifications in Table 2
and Figure 5). Of the three compressor
houses, Compressor House-I had 13
compressors (10 screw compressors and
3 reciprocating compressors) installed
for shirting; Compressor House-II had 5
compressors (4 screw compressors and one
centrifugal compressor) for bottoms; and
Compressor House-III had 3 reciprocating
compressors installed for knits.
the share of compressed air used by sBu is
as shown in Figure 6; 81% of compressed
air is used for shirting (37,010 CFM); 15 %
for bottoms (6,650 CFM); and, 4 % for knits
(1,800 CFM).
Problems necessitating
innovation
The system efficiency was lower in the
decentralized compressed air system.
Table 2: Details of compressors for each SBU
No. of
Flow (CFM) Power (kW)
compressors
Shirting
13
37010
8081
Bottoms
5
6650
1560
Knits
3
1800
428
Specic Power Consumption Before Modications
SBU
Sp. Power
(kW/CFM)
0.22
0.23
0.24
0.221
Newsletter
Issue-2, JuNe, 2015
Figure 5: Schematic diagram of decentralized air compressors at Santej unit

Compressor House I
13
Compressors
CFM Generation 37010 CFM

C
Compressor House II
5
Compressors
Compressor House III

C
3
Compressors
KW Consumption 1560 kW

BOTTOMS
Figure 6: Share of compressed air used

by SBU (%)
KNITS
1. The existing smaller air compressors

were replaced by centrifugal air
compressors of higher capacity.
2. The compressed air network was
centralized by using only six centrifugal
compressors.
SHIRTING
As shown in Figure 7 and Table 3, the

central compressor house is in operation,
catering to the requirement of compressed
air of all SBUs. Installing centralized high
capacity HT air compressors reduced the
specific power consumption to 0.173 kW
per CFM, from 0.221 kW per CFM.
Figure 7: Schematic diagram after modifications: centralized air compressor at

Santej Unit
Share of compressed air used by SBU (%)

4%
SBUs Air Consumption
Shirting - 37,010 CFM
Bottoms - 6,650 CFM
Knits - 1,800 CFM
15%
Shirting
Bottoms
81%
Knits
The specific power consumption

measured was 0.221 kW per CFM, which
was considerably high.
The majority of air compressors ran in
the loading /unloading mode.
Spares and maintenance required for all
air compressors was high.
Productivity losses were observed.
The smaller machines were less efficient
Compressed air quality was inferior
Table 3: Centralized air compressors for all SBUs
All: Shirting, Bottoms and Knits
Compressor operational life was short.

An analysis suggested that the compressed
air system could be made more energy
efficient if properly configured and
maintained within the context of a systemlevel strategy.
Scenario after implementation

to address the above issues, the following
initiatives were taken.
No. of
compressors
SBU
6
Flow
(CFM)
45500
Power
(kW)
7850
Table 4: Operational aspects of project

Improved system efficiency
Better engineered, operating at higher efficiencies and more durable
Moisture drained simplified by grouping into one system
Improved productivity
reduced operation and maintenance costs
longer operational life
reduction in inventory and ease in maintenance
Minimized energy waste
Sp. Power
(kW/CFM)
0.173
Newsletter
Issue-2, June, 2015
Figure 8: Compressor units before and after modification
Before modificaton
After modificaton
Team of Innovators
The team behind the successful
implementation of the project were
Mr. Sunil Ahelleya (Sr. Manager - Utility),
Mr. Bhupendra Patel (Sr. manager - Utility),
Mr. Harvinder Rathee (Engineering Head),

Mr. Kushal Trivedi (Sr. Manager - Utility)
and compressor operators.
Mr. Harvinder
Rathee
Engineering Head
Arvind Limited,
Santej
With the help
of internal
and external
energy experts, we have taken numerous
initiatives towards energy conservation
and efficiency in the last couple of years
and were able to reduce the plants specific
thermal energy consumption by 22 % and
specific power consumption by 18 % in the
year 2013-14.
One of our initiatives was to optimize the
supply of the compressed air network
system for the three SBUs. This project
was executed when we were increasing
the plants production capacity and
the reduction in energy consumption
increased the viability of the plants
expansion. The team is highly motivated
and enthusiastic after this implementation
and coming up with effective measures to
increase energy efficiency.
Box 1: Key impacts of the project

Specific power consumption: Installing centralized high capacity HT air compressors
reduced the specific power consumption to 0.173 kW per CFM, from 0.221 kW per CFM.
Financial implications: The total amount of money invested in implementing the
project was about Rs. 8.50 crores. The monetary benefits achieved were Rs. 8.37 crores
per annum.
Payback period: The payback period is short, at one year, which makes the project
attractive for replication.
Newsletter
Issue-2, June, 2015

Seshasayee Paper & Boards Limited (SPB), Erode
Dr. Sundara Raman, Seshasayee Paper & Boards Limited
Introduction
The Indian paper industry plays an
important role in overall industrial growth.
It accounts for about 2.6% of the worlds
production of paper and paperboard.
The estimated turnover of the industry is
Rs 50,000 crore, with an employment of
about 0.5 million people directly, and 1.5
million people indirectly. (Source: IPMA)
Process
The Indian pulp and paper industry
converts fibrous raw materials into pulp,
paper, and paperboard products. Pulp mills
manufacture only pulp, which is then sold
and transported to paper and paperboard
mills. A paper and paperboard mill may
purchase pulp or manufacture its own pulp
in-house, in which case it is referred to as an
integrated mill.
Major processes in this industry include
the preparation of raw materials, pulping
(chemical, semi-chemical, mechanical, and
waste paper), bleaching, chemical recovery,
pulp drying, and paper making. The paper
making process can be divided into three
basic stages: (1) stock preparation; (2) wet
end processing where sheets are formed;
and, (3) dry end processing in which
sheets are dried and finished.
The Indian pulp and paper sector is

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

Scheme
The Pulp and Paper industry is a
Designated Energy Consumer covered
under the Perform, Achieve and Trade
(PAT) scheme of the Bureau of Energy
Efficiency, Ministry of Power, Government
of India. The key goal of the PAT scheme
is to mandate specific energy efficiency
improvement targets for the most energyintensive industries.
Thirty one plants (17 wood-based, 6 agrobased, 7 recycled fibre-based and one
100% market pulp-based)
have been
categorized as designated consumers (DCs)
based on the annual threshold energy
consumption level, 30000 metric tonnes
of oil equivalent. These DCs, covered by
the PAT scheme, are expected to achieve
energy savings of 0.119 million toe, which
is 2% of the total energy savings potential
Energy Intensity
Pulp and paper mills use electrical energy
and thermal energy (in the form of steam) in
almost all sub-processes of paper making.
The consumption of steam and electricity
per tonne of paper production in India is
about 11-15 tonnes and 1500-1700 kWh,
respectively. The average specific energy is
placed at 56 GJ per tonne of paper, which
is nearly twice the North American and
Scandinavian standard.
(6.686 million toe) that 478 Designated

Consumers target to achieve by 2014-15.
Success Story: Seshasayee Paper

& Boards Limited (SPB), Erode
Seshasayee Paper and Boards Limited (SPB),
the flagship company belonging to the
SPB - ESVIN Group, operates an integrated
pulp and, paper mill at Pallipalayam,
Erode, Southern India. SPB commenced
commercial production in December 1962,
with a capacity of 20,000 tpa of printing,
writing and poster grades. SPB expanded
in stages and currently it has a capacity
of around 120,000 tpa of different grades
of paper. The primary raw materials used
are hardwood and sugarcane bagasse.
SPB is an integrated pulp and paper mill
with a chemical recovery boiler cogen
and a captive power plant which meets
its energy requirements completely. The
plant uses Rapid Displacement Technology
in the wood pulp line, an efficient biomass
(BL) based Chemical Recovery Cogen unit,
and also has a high pressure (106 ksca)
based captive power plant. The plant holds
certification by the Forest Stewardship
Council, and is also ISO 9001, ISO 14001,
and OHSAS 18001 certified.
A snapshot of energy consumption in the
plant from 2012-2015 is shown in Table 1.
Table 1: Specific Energy Consumption in the plant (2012-15)

Description
Unit
2012-13
2013-14 2014-15*
Annual paper production
Metric tonne (t)
119366
118197
118378
Wet lap pulp exported
BDMT
19652
16632
17248
Total electrical energy consumption/year Million kWh
21.6
21.1
21.4
Specific electrical energy consumption
kWh/t
1813
1782
1740
Specific steam consumption (tonne of

steam per tonne of paper)
t/t
10.6
10.3
10.3
Green power generation
MW
7.9
9.3
9.8
(*unaudited)
10
Newsletter
Issue-2, JuNe, 2015
Table 2: Energy Savings and GHG Reduction

Details
Unit
electrical saving
Coal saving
2012-13 2013-14
Mu
8.1
6.5
tonnes
23150
Basis
10%
GHG emission
reduction
An annual reduction in specific energy

consumption of 3 to 4 % had been achieved
over the past 2-3 years by implementing
innovative energy efficient schemes
(Figure 1). Together with continued annual
energy savings (Table 2), GHG emissions
were also reduced (Figure 2) when energy
efficiency schemes were implemented.
the plant has implemented innovative
programs to improve its specific energy
consumption performance. Of these,
projects aimed at enhancing green power
generation led to many awards. The plant
recently won the second prize in the
Pulp & Paper category at the prestigious
National Energy Conservation Awards
2014, awarded by the Ministry of Power,
Government of India, for its efforts to
conserve energy and for its innovative best
energy efficiency practices. The plant also
won the IPMA Energy Conservation Award
in 2015 for reducing energy consumption
by implementing energy efficient schemes.
In view of the above achievements, it will
be helpful to document the companys
approach and the benefits accruing to it.
Innovative Project: Power

Generation
Enhancement
Schemes in High Pressure
Cogeneration Battery
As early as 2005, while premier mills in

India used boilers at a steam pressure
of 64 kscg, SPB, went a step further
using a high pressure boiler with steaming
conditions of 105 kscg and 510C. The
selection of steam pressure was aimed at
achieving low specific steam consumption
through an integrated double extraction
condensing steam turbine.
the powerhouse in sPB comprises two
high-pressure
cogeneration
stations:
one captive power plant (CPP) and one
chemical recovery cogeneration unit. The
CPP has a coal-fired AFBC boiler generating
steam at a very high pressure associated
with a double extraction condensing steam
0.827
Falling Film
Evaporator
GRID
IMPORT
CPP
Strong Black Liquor

720 tpd
70% Concentration
AFBC#10
106 kg/cm2
New CRB
65 kg/cm2
85 TPH
90 TPH
EBP
16MW STG
0-1TPH
90
TPH
DEC
21MW STG
10.5 MW
10.5 kg/cm Steam

Header
0.767
the power is termed green, because

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

from Pulp Mill
PAT-Specific Energy Consumption
0.8
Spec.
Energy
0.6
Consumption
MTOE/t
0.4
product
1. Green power enhancement through

Medium Pressure (MP) to Low Pressure
(LP) steam switch in 16 MW STG
cogeneration unit
Figure 3: High pressure cogen battery - overview
Figure 1: PAT-Specific Energy

Consumption in SPB
1
turbine. The other unit comprises a chemical

recovery boiler (CRB) generating steam
at high pressure (65 kscg) associated with
an extraction back pressure steam turbine
(Table 3). An overview of the high pressure
cogen battery is shown in Figure 3.
20TPH
4.3 kg/cm
Steam Header
14 MW
0.1
ksca
ata
CW
00.5MW
MW
0.681
Station
Consumption
Process
Station
Consumption
Process
0.2
Total Power : 25.5MW
0
2011-12
2012-13
2013-14
Figure 2: GHG Emission Reduction

[GtoG] in SPB
Table 3: Turbine Extraction - Exhaust Steam Range
GHG Emission Reduction [GtoG]
Zone
Spec.
CO2
Emission
t CO2 / t
product
30
TPH
Steam
Pressure
CPP-21 MW STG (extraction

cum condensing)
CRB-16 MW STG (extraction

cum back pressure)
e1 [MP]
10.5 kscg
0-30 TPH
0-60 TPH
e2 [lP]
4.3 kscg
0-60 TPH
30-130 TPH
Condensing
0.1 ksca
10-50 TPH
NA
Newsletter
Issue-2, JuNe, 2015
reduction in E1 (MP) steam extraction flow

(as related to design flow), the temperature
in the subsequent turbine nozzle increases,
affecting the power conversion with higher
de-superheating requirement of back
pressure steam (Table 3 and Figure 3). The
reduction in the medium pressure steam
drawal had to be offset by extracting the
same quantity of steam from the coal fired
21 MW cogen unit.
Implementation strategy adopted
The project was implemented in two
phases, as described below:
a)
First phase: extraction MP steam in

16 MW STG was reduced from 18 TPH
to 7-8 TPH.
b)
Second phase: the increased green

power gain was augmented in the
second phase through minimal
MP steam extraction (<1 TPH) and
maximizing exhaust steam drawal
from the 16 MW STG.
Benefi ts
Parameter
Benefit
Green power
generation
~ 0.9 MW (this
included a small
gain of ~ 0.1 MW
due to lowered
exhaust steam
temperature at
turbine nozzle)
Overall net gain

(cogen battery)
~ 0.2 MW
renewable energy
Certificate gain
600 units/month
In PAT parlance,
reduction in SEC
(specific energy
consumption)
1000 toe/year of
coal equivalent
boiler outlet to the steam turbine inlet.

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

reduction in radiation
and convection heat
losses from steam
pipeline
3 kcal/kg
Green power generation
0.3 MW
REC gain
200 units/
month
In PAT parlance, SEC

reduction (specific
energy consumption)
1500 toe/
year of coal
equivalent
3. Power conversion in 21 MW Double

Extraction Condensing (DEC) Steam
Turbo-Generators
Power generation in the steam turbine
is primarily a function of the steam
enthalpy entering and leaving the
turbine nozzles. Hence, it is imperative
to keep the inlet steam enthalpy at the
maximum possible value and make all
efforts to lower the enthalpy of steam
leaving the turbine nozzles. Based on

this concept, a scheme was indigenously
developed by the plant personnel to
achieve maximum power practicable at
all times.
Normally, the focus in thermal power
plants or captive industrial units is on
maintaining a good exhaust (condenser)
vacuum. After detailed studies of heat
and mass balance diagrams (HMBD)
made available by leading steam turbine
manufacturers
(in India and abroad),
it was clearly established that exhaust
steam wetness was more important than
condenser vacuum in determining power
generated.
As the inlet steam enthalpy is related to
HP steam pressure and temperature (the
latter having more impact), the plants aim
was to achieve the lowest exhaust steam
enthalpy practicable at all times.
Objective: To maximize steam turbine
cycle efficiency through exhaust steam
vacuum dryness fraction integration
in 21 MW extraction condensing steam
turbo-generator
exhaust steam from the double extraction
condensing turbine (Figure 4) is at a high
vacuum and the waste low grade steam is
condensed on the shell side with cooling
water flowing through the tubes of the
condenser in a 2pass arrangement. The
return warm water is sent to a forced draft
cooling tower with three cells. The cooled
Figure 4: Diagram of 21 MW double extraction condensing steam turbine
No investment was needed to implement

the scheme; it can be replicated by any
industry with a cogeneration battery
(using fossil fuels or non-fossil fuels).
2. Use of advanced re-insulation on
high pressure recovery boiler main
steam pipeline
the boiler system includes the main
steam pipe-line from the high pressure
11
21 MW Double Extraction Condensing Steam Turbine
Generator
12
Newsletter
Issue-2, June, 2015
Figure 5: SPB CPP unit process flowsheet

PSH
(0.90 - 0.91 at) and low dryness fraction

(88%) at rated load, allows little room
for manoeuvre.
SSH
Spray
S TG
12
ata E1
BOILER
To
Process
To Process E2
& Deaerator
ECO
5 ata
0.1 ata
These challenges were met by developing

an indigenous scheme to monitor the
dryness fraction of the exhaust steam.
This is an indirect measurement through
an algorithm relating the cooling water
side measurements as well as condensing
steaming conditions.
OUT
C
IN
LP Steam
Deaerator
b) Ensuring that the turbine is not

operated on a continuous basis at
the lower exhaust steam dryness is
important.
~G
CT
CW
FST
SJE/GSC
Steam
water is returned to the condenser and the

cycle continues (Figure 5).
The flow rate of the cooling water through
the condenser was increased by about
25% (by reducing the cooling water pump
throttling), which reduced the temperature
differential of cooling water across the
condenser. This ultimately helped increase
the condenser vacuum.
Analysis of condensing loads on
operational facets
The 21 MW DEC steam turbine was
designed by BHEL for economic continuous
rating with an exhaust condensing steam
flow at 37 TPH. The maximum swallowing
condensing load is 50 TPH.
For convenience of understanding, the
steam condensing load in the condenser
can be divided into 3 phases of operation
of STG:
High [50 TPH ] and design loads (37 TPH)
Medium load (22 to 34 TPH)
Low load (10 to 22 TPH)
The dryness fraction of exhaust steam
from the steam turbine can be as low as
88% - 89% and as high as 96 - 100%.
Since the electrical power generated is
directly proportional to the enthalpy
differential between the inlet and
exhaust steam of the turbine, it is obvious
that the water/ condensate component
contributes additionally to electrical
power generation.
Performance analysis benefits

achieved
Cycle Efficiency
Turbine cycle efficiency is defined as the

Operating the 21 MW double extraction
ratio of useful heat and power output,
condensing steam turbo-generator with
to the heat input to the turbine. It is a
low condensing loads, resulted in a very
good practice to enhance the condenser
high cycle efficiency, as can be seen from
vacuum, primarily through further
the results shown in Table 4.
expansion of the exhaust steam before
it leaves the steam turbine to
the condenser. This also aids in Figure 6: Dryness fraction DCS snapshot at high
lowering the dryness fraction condensing load -21 MW STG
(DF) of the exhaust steam; all
the above factors will result in
maximizing the enthalpy drop.
Obviously the increase in power
generation is quite significant.
Challenges in implementing
this project
a) The
steam
turbine,
efficiently designed by
BHEL for high vacuum
Table 4: 21 MW STG performance at high and low condensing loads

Units
High
Low
Condensing load
Parameter
TPH
42
10
HP steam in
TPH
80
82
MP extrn-E1
TPH
19
LP extrn-E2
TPH
38
53
Cogen cycle efficiency
64
91
Electrical energy
22
14.5
42
76.5
Input energy
Thermal energy
MWt
75
77
Electrical power generation
MWe
16 .4
11.2
Thermal energy dissipated
MWt
26
6.6
Newsletter
Issue-2, JuNe, 2015
Figure 7: 21 MW Steam Turbine - high condensing load operation
the dryness fraction was maintained at

a consistently low value without any fear
of over performance because of wetnessrelated erosion (Figures 6 & 7). This was
possible because of the dryness fraction
monitoring scheme in place developed
in-house.
steam of high dryness fraction (0.93 and

beyond). The energy efficient schemes
described here and implemented at
sPB can be replicated in all captive and
cogeneration power plants, in all sectors.
Conclusion
replication
The CPP team behind the implementation

of the successful innovative project
are (from left to right) Mr. Nandakumar
(Instrn), Mr. Udaykumar (Elec), Mr.
Sivakumar (Elec), Mr. Thirumalaiswamy
(Manager-Instrn), Mr. Murthi (GM-Boiler),
Mr. Nandhakumar (GM-Elec), Dr. Sundara
Raman (GM-Energy/CCD)-Lead, and Mr.
Thirumurugan (Chief Manager Boiler).
and
Scope
of
Power generation was enhanced as a

result of maintaining a high stG exhaust
vacuum and a low dryness fraction
consistently. Substantial energy gains
would accrue
for all power plants
operating with exhaust condensing
Team of Innovators
13
Mr. N.
Gopalaratnam
Chairman
Seshasayee
Paper and Boards
Limited
Putting into practice the innovation aimed

at enhancing energy efficiency of the
steam turbo-generator system without
additional investment is commendable.
this innovation can be used almost
anywhere and has yielded good results for
our unit.
14
Newsletter
Issue-2, JuNe, 2015

J.K. White Cement Works, Gotan
Mr. V. S. Rathore, J. K. White Cement, Gotan
Introduction
Energy Intensity and Cost
the Indian cement industry is highly

energy intensive and has grown robustly
over the past decade. India is the worlds
second largest producer of cement and
its capacity is likely to register a growth of
eight per cent by the end of 2015, to 395
million tonnes (from the current level of
366 million tonnes). This figure could rise
to 421 million tonnes by the end of 2017.
The cement market in India is expected to
grow at a compound annual growth rate
(CAGR) of 8.96% during the period 20142019. (Source: Cement Manufactures
Association-CMA)
the cement industry is an energy-intensive

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

and other materials. These raw materials
are extracted from quarries, crushed to a
very fine powder and then blended in the
appropriate proportions. This blended raw
material is called raw mix or raw meal and
is heated in a rotary kiln where it reaches a
temperature of about 1400 C to 1500 C.
The raw meal enters the kiln at the cool
end and gradually passes down to the hot
end, then falls out of the kiln on the clinker
cooler and subsequently cools down.
The material formed in the kiln is called
clinker and is composed of rounded
nodules between 1 mm and 25 mm
across. After cooling, the clinker is either
stored temporarily in a clinker store, or
passed on directly to a cement mill. The
cement mill grinds the clinker to a fine
powder.
Gypsum (hydrated calcium
sulphate) and other additives are added
which controls the setting properties of
the cement when water is added. (Source:
http://www.understanding-cement.com/
manufacturing.html)
Perform Achieve and Trade (PAT)

Scheme
the cement industry is a Designated
Energy Consumer and covered by the
Perform, Achieve and Trade (PAT) scheme
of the Bureau of Energy Efficiency. There
are 85 Designated Consumers in the sector
covered by the PAT scheme. By the end of
PAT cycle 1, energy savings of 0.816 million
tonne of oil equivalent/year are expected
to be achieved, which is around 12% of
Figure 1: Electricity consumption in
cement production in a typical plant
Success Story: JK White Cement

Works, Gotan (A division of JK
Cement Ltd)
JK White Cement is the first White Cement
facility in India, which manufactures white
Cement through dry process technology.
the Gotan plant was commissioned in
1984 with an initial production capacity of
50,000 tonnes. It uses technical expertise
from F. L. Smidth & Co. of Denmark
and state-of-the-art technology with
continuous on-line quality control by
microprocessors and X-rays, ensuring
the purest white cement. Over the years,
continuous process improvements and
modifications have increased the plants
production capacity to 610,000 tonnes per
annum. Owing to its constant R&D efforts
and updated technology J.K. Wall Putty, a
new, value-added product was launched
in 2002.
A snapshot of energy consumption in
the plant from 2012-2015, and trends in
specific energy consumption from 20102015 are shown in Table 1 and Figure 2,
respectively.
A total of 17 energy saving projects have
been implemented by JK White Cement in
Figure 2: Specific Energy Consumption
in JK White Cement Works (2010-2015)
Eletricity consumption in cement production
JK WHITE CEMENT WORKS- SPECIFIC ENERGY CONSUMPTION

(UNIT/TON OF CEMENT)
125
Raw material
preparation
5%
30%
40%
Clinker production
Clinker grinding
U/TON OF CEMENT
Process
As shown in Figure 1, in a typical plant,

40% of the electricity consumed is used to
grind clinker; 30% is used in raw material
processing, and 25% in clinker production;
other auxiliaries, including plant utilities,
consume the balance 5%. (Source: M& V
Protocol for Cement Sector by Shakti)
the total national energy saving targets.

120
117.8
113.5
115
110
113.9
113.3
105
25%
Others
105.7
100
2010-11
2011-12
2012-13
YEAR
2013-14
2014-15
Newsletter
Issue-2, JuNe, 2015
Table 1: Energy consumption in the plant (2012-2015)

Description
Unit
2012-13
2013-14
2014-15
Annual production (white cement)
Metric
tonne (t)
439652
475638
489002
total electrical energy

consumption/year
Million
kWh
47.93
52.27
50.68
specific electrical energy

consumption
kWh/t
113.55
113.90
105.71
total thermal energy consumption

(used only for process heat and not
for power generation and as a raw
materia)
Million kcal
372.82
418.02
415.86
specific thermal energy

consumption
kcal/kg of
clinker
1024.27
1013.94
983.42
Figure 3: GHG reduction through energy saving

initiatives (tCO2e)
crusher (APS-1313) as an
additional limestone secondary
GHG REDUCTION THROUGH ENERGY SAVING INITIATIVES (tCO e)
crusher in 2013-14 without
17000
tCO e
16000
stopping kiln operation. The
15000
14000
13000
12000
aim was to double the crushing
11000
10000
9000
capacity from 100 TPH to 200
8000
7000
6000
TPH.
However, the desired
5000
4000
3000
limestone crushing output of 200
2000
1000
0
TPH could not be achieved even
2011-12
2012-13
2013-14
2014-15
YEAR
after installing the secondary
crusher; in addition, the power
the last two years resulting in a significant
consumption of the limestone crushing
reduction GHG emissions (Figure 3).
section became 2.50 kWh/t of cement, from
Innovative Project: Optimization of the normal value of 2.0 kWh/t of cement.
GHG REDUCTION IN tCO2e
power consumption in limestone

crusher and improvement in
capacity utilization
the plants production capacity had

increased to 1550 tPD necessitating a
corresponding increase in the limestone
crushers capacity to meet the kilns
requirement. The management decided
to replace the existing primary crusher
APS-1313 with a new primary crusher
APMS-1313 and use existing primary
Methodology adopted
the talented in-house team used
brainstorming sessions, departmental
meetings and a root cause analysis tool
to analyze the problem scientifically.
A fishbone diagram (Figure 5) was
prepared to understand the root cause of
the problems. A detailed implementation
plan was prepared by the team (Table 2)
to carry out the task as per a schedule.
15
Challenges faced during

implementation
a) The major challenge was to optimize
the load on the primary and secondary
crushers. After the installation of new
primary crusher and secondary crusher,
it was found that secondary crusher was
running under loaded. To increase the
feed size and to reduce the crushing
time at primary crusher, gap of primary
crushers three impact arms was adjusted
so that primary crusher run on optimized
load and at the same time, due to this,
the optimized running return material
coming from screen will go in time in
secondary crusher for optimized loading,
so that both the crushers run on their
optimized load.
b) It was found that the screen was often
jammed by material. The reason was
the small screening area in proportion
to the material received there. A larger
screen, with dimensions 6.5 x 19.5
feet was installed to replace the old
one (4 x 12 feet). The screens capacity
increased from 200 TPH to 375 TPH.
Figure 5: Fishbone diagram for
identifying the root cause of increase in
power consumption in crusher section
Belt width
Push feeder
Old Gear Box

Less belt width
(221BC2 &211BC1)
Lower capacity
Motor
Less screening
Area
Load sharing
Higher specific power

consumption of
Limestone crusher
Screen
Jamming
Lower vibration
Amplitude
Lower screening
Capacity (TPH)
Primary &
Secondary
crusher
Vibrating
Screen
Figure 4: Decrease in power consumption and fuel consumption; increase in annual production capacity since the inception
of the plant
J.K.WHITE CEMENT - FUEL CONSUMPTION
(kcal/kg OF CLINKER)
J.K.WHITE CEMENT - POWER CONSUMPTION (kWh/MT OF CEMENT)
J.K.WHITE CEMENT - ANNUAL PRODUCTION CAPACITY (MT)

650000
2200
600000
200
175
150
125
ANNUAL PRODUCTION CAPACITY (MT)
2100
FUEL CONCUMPTION(kcal/kg OF CLINKER)
POWER CONCUMPTION (kWh/MT OF CEMENT)
225
2000
1900
1800
1700
1600
1500
1400
1300
1200
1100
1986-87
1988-89
1995-96
1999-2000
YEAR
2000-01
2006-07
2012-13
2014-15
450000
400000
350000
300000
250000
200000
150000
50000
900
1984-85
500000
100000
1000
100
550000
800
1984-85
1986-87
1988-89
1995-96
1999-2000
YEAR
2000-01
2006-07
2012-13
2014-15
1984-85
1986-87
1988-89
1995-96 1999-2000 2000-01
YEAR
2006-07
2012-13
2014-15
16
Newsletter
Issue-2, JuNe, 2015
Table 2: Implementation plan to increase the capacity and to reduce the specific power consumption
S.
N0.
Action
Screen to vibro feeder belt conveyor width increased from 600 mm to 800 mm
Installation of secondary crusher with new dust collector and vibro feeder
Replacement of existing primary crusher (Model- APS 1313) with new crusher
(Model APSM 1313)
Primary crusher to screen belt conveyor width increased from 800 mm to

1000 mm
Replacement of existing screen (Model SS9 , size 4 ft x 12 ft) with new screen
(Model A260.1-SK , size 6000 x 2000 mm)
Increasing the screen unbalance mass weight to increase the screen vibration
amplitude from 6 mm to 8 mm
Increasing the screen unbalance mass weight to increase the screen vibration
amplitude from 8 mm to 10 mm
Push feeder motor and gear box replaced
c) After replacing the screen, achieving the

optimum screening efficiency was a big
task. The screens vibration amplitude
was increased in two phases; first, from
6 mm to 8 mm, and then in the second
phase, from 8 mm to 10 mm to optimize
the output from the screen.
Mar-13
May-13
Aug-13
Dec-13
Aug-14
Figure 6: Schematic diagram of crushing section when operating at 110 TPH
d) When the above tasks were completed,

it was found that the existing motor
of the push feeder could not take the
load of the increased tonnage. It was
decided to replace the existing motor
(11 kW, 1500 rpm) with a newer higher
capacity (30 kW, 3000 rpm) motor.
e) Adherence to the implementation
schedule of each activity was a tough task
since the kiln had to be kept running.
Before implementation: Only single crusher i.e. primary crusher (APS-1313) was in the circuit.
Figure 7: Schematic diagram of crushing section when operating at 200 TPH
the schematic diagrams of before and

after implementation of modifications in
limestone crusher are shown in Figure 6
and 7.
Impacts and benefits

Energy Cost: savings achieved by
reduced energy consumption in
2014-15 is Rs. 12 lacs. Savings expected
in 2015-16 is Rs. 20 lacs, as the plant has
further reduced limestone crushers
specific energy consumption which is
presently 2.00 kWh/t of cement.
Financial implications: the total amount
of money invested in implementing this
project was approximately Rs. 1 crore.
After implementation: Primary crusher was replaced with model APSM 1313; APS 1313 was installed as secondary crusher;
Screen was upgraded and replaced with one of higher capacity; Screen vibration amplitude was increased from 8 to 10 mm;
Push feeder rpm was also increased in multiple steps.
Newsletter
Issue-2, JuNe, 2015
Figure 8: Crusher TPH (year 12-13 to

year 14-15)
Figure 9: Crusher- kWh/t of cement

(year 12-13 to year 14-15)
Crusher-kWh/ton of cement (year 2012-13 to year 14-15)
Crusher TPH (year 2012-13 to year 14-15)
2012-13
2013-14
2014-15
2012-13
2013-14
118.28
156.74
197.12
2.26
2014-15
Mr. B.K. Arora,

President (Works),
J.K. White Cement
Works,
Gotan (Rajasthan)
2.15
2
15
2.07
Payback period: The payback period is short, at 3 months, as the plant increased the
production after implementation of this project.
Team of Innovators
The team that implemented the project
were (from left to right) Mr. Sanjay Kasera
(Engineer-Mechanical), Mr. O.P. Joshi
(Manager-Mechanical), Mr. Nitin Kaushik
17
(H.O.D.-Mechanical), Mr. M. L. Prajapati

(Manager-Crusher) and Mr. Dilip Yadav (Sr.
Engineer-Mechanical).
reduction in specific energy consumption

of limestone crusher by increasing its per
hour tonnage at JK White Cement works
is an excellent example of team building
and problem solving through scientific
analysis. A step by step approach adopted
for solving the problems faced while
increasing the limestone crusher capacity
without a single day of kiln stoppage.
This project supports the increased kiln
production capacity enhancement in time
without increasing the specific energy
consumption of limestone crusher and loss
of machine availability for production.
Box 1: Impact of the project on the overall performance of the plant

Using a step-by-step approach to solve the problem increased the teams confidence
and set an example of team work in the plant.
ISO 50001 Energy Management System certification implementation process in the
early 2014-15 also helped the team to emphasis on scientific analysis of the root cause
of the problem
The project was instrumental in motivating other departments to reduce their energy
consumption.
Operational optimization of limestone crusher section sets as an example for other
Operation departments to run the section at optimum output to reduce the energy
consumption through operational excellence.
Project helped in reducing plants energy cost.
18
Newsletter
Issue-2, June, 2015
Decarbonisation and Energy Efficiency Roadmap:

Experiences from Cement Sector in the UK
Drawn from Industrial Decarbonisation & Energy Efficiency Roadmaps to 2050s Cement
Prepared by Parsons Brinckerhoff and DNV GL
Changes in the international economy
and the need to decarbonise mean that
UK businesses face increasing challenges,
as well as new opportunities. The UK
government is committed to moving
to a low carbon economy, including
the most energy-intensive sectors.
These sectors consume a considerable
amount of energy but also play an
essential role in delivering the UKs
transition to a low-carbon economy,
as well as in contributing to economic
growth and rebalancing the economy,
one such sector is the cement sector.
Decarbonisation and energy efficiency
roadmap for the cement sector, is one of
a series of eight reports, which assess the
potential for low-carbon future across
the most energy intensive industrial
sectors in the UK. It investigates how the
industry could decarbonise and increase
energy efficiency whilst remaining
competitive. This roadmap project was
the result of close collaboration between
industry, academia and Government,
some key findings of the project have
been described below.
The aim of the roadmap project was to:
Improve understanding of the
emissions abatement potential of
individual industrial sectors, the relative
costs of alternative abatement options
and the related business environment
including investment decisions, barriers
and issues of competitiveness.
Establish a shared evidence base
to inform future policy and identify
strategic conclusions and potential
next steps to help deliver cost effective
decarbonisation in the medium to long
term (over the period from 2020 to
2050).
Enablers and Barriers for

Decarbonisation in the cement
sector
The cement sector in the UK produced
8.6 million tonnes of cement in 2013,
vast majority of which was used to make
concrete. The chemical decomposition
of limestone (calcination) accounts
for approximately 60-65% of total CO
emissions from the UK cement sector with
the remaining coming from combustion
of fossil fuel and non-biomass waste fuel
and indirect emissions from electricity
consumption.
Enablers identified for decarbonisation
and energy efficiency projects:
Ability to overcome significant technical
and economic complexity and business
risk associated with available energy
efficiency measures. For example,
cement companies noted that they
have pipelines of various energy
reduction projects awaiting funding but
all companies interviewed cautioned
that the majority of ideas with high
impacts and lower risks have already
been deployed by the sector. Projects
with multiple benefits (including
decarbonisation and energy reduction)
have a higher chance of success.
A stable and profitable business
environment coupled with a steady,
consistent and predictable regulatory
environment would encourage further
capital investment and innovation in
the UK. Companies emphasized that UK
climate change and energy regulations,
taxes and incentives must enable
companies to operate competitively
relative to other countries in Europe
and beyond.
Collaboration on and identification of

suitable funding for the development
and demonstration of technologies
with the potential to significantly
reduce carbon such as carbon capture
and recognition of whole-life impacts
of concrete as a building material.
Barriers to decarbonisation and energy
efficiency:
Issues relating to business case
development for projects, such as capital
and resource availability, a requirement
for short payback periods and
production risks. This is compounded
by the fact that many UK cement
companies have already implemented
significant energy efficiency projects.
Short term barriers relate to the need for
policy to support decarbonisation and
energy efficiency in a way that enables
industry to compete in its markets. For
example, the Renewable Heat Incentive
(RHI) and other renewable fuel systems
increase biomass costs for the cement
sector.
Analysis of Decarbonisation
Potential in the Cement Sector
A pathway represents a particular selection
and deployment of options from 2012 to
2050 chosen to achieve certain targets
and based on a number of assumptions.
Two further pathways with specific
definitions were also created, assessing
(i) what would happen if no particular
additional interventions were taken to
accelerate decarbonisation (business as
usual, BAU) or (ii) the maximum possible
technical potential for decarbonisation
in the sector (Max Tech). These pathways
include deployment of options comprising
(i) incremental improvements to existing
Newsletter
Issue-2, June, 2015
Figure 1: Overview of the different decarbonisation and energy efficiency pathways

Current Trends (CT)
100%
% of CO2 emissions in 2012
80%
Reference
BAU
60%
20 - 40%
Max tech, no CCS
Max tech with CCS
40%
20%
0%
2013
2014
2015
2020
2025
2030
technology (ii) upgrades to utilize the

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

Groups
The following conclusions were drawn
from the evidence and analysis:
1. Electricity Grid Decarbonisation:
Decarbonisation of electricity imported
to cement sites could provide a
significant contribution to the overall
decarbonisation of the sector. Actions
will be required to ensure that this
2035
2040
2045
2050
takes place while maintaining costcompetitiveness.

2. Fuel and Feedstock Availability
(Including Biomass): The availability
of low carbon fuels and feedstocks
is a key issue for cement sector
decarbonisation, given the important
role biomass could play. This availability
is affected by demand in the cement
sector and other sectors and/or with
other demand (for example, the use of
biomass for electricity generation or
in the nonmanufacturing sector such
as domestic heating). The challenges
are to understand where the greatest
decarbonisation potential can be
achieved with a limited resource, as
well as to maximize the availability of
the resource (links to life-cycle carbon
accounting).
3. Energy Efficiency and Heat Recovery
Technology: There are opportunities
to increase heat recovery in the
cement sector, both to improve energy
19
efficiency and to produce electric

power. However, the payback periods
of such projects are typically above the
2-3 year threshold defined by industrial
companies in the sector. Alternative
financing mechanisms to facilitate
investment in energy efficiency projects
could increase their implementation
across the sector.
4. Carbon Capture: Individual cement
plants are not considered to be of a
sufficient scale to justify their own CO
pipeline and storage infrastructure.
Collaboration both within the sector
and externally is necessary to establish
the networks, along with the availability
of sources of funding appropriate to
this type of shared infrastructure. The
scale of CO emissions from each site in
the cement sector means that carbon
capture and utilization applications
would need extensive technical
breakthrough to be developed into
large scale options for use of CO in
products with associated value.
The roadmap report is intended to provide
an evidence-based foundation upon
which future policy can be implemented
and actions delivered. It will be successful
if, as a result, the government and the
cement sector are able to build on the
reports evidence and analysis to deliver
significant reductions in carbon emissions,
increased energy efficiency, and a strong
competitive position for the UK cement
industry in the decades to come.
To download the report on the cement
and other sectors please visit: https://
www.gov.uk/government/publications/
industrial-decarbonisation-and-energyefficiency-roadmaps-to-2050.
20
Newsletter
Issue-2, June, 2015
Futuristic, Innovative, Energy-efficient Technologies in

Aluminium Smelting
Dr. Anupam Agnihotri, JNARDDC, Nagpur
Energy saving during the aluminium

smelting process is a goal of R&D in the
aluminium industry. The theoretical
minimum amount of energy required in
smelting process is around ~6 kWh/kg of
Al while the current practice value is about
13 kWh/kg of Al. To date, improvements
to the productivity of the Hall-Hroult
cell have been elusive mainly because of
design limitations that result from a lack
of suitable materials that could serve as an
inert anode, especially if combined with
a wettable cathode. Innovations around
the development of new processes for
aluminium smelting are generally driven
by one of three major factors: reduction
in energy demand; reduction in capital
and production costs, and environmental
issues such as greenhouse gas emissions.
efficient, which is not very promising

due to low LME prices of aluminium.
Current efficiencies achieved using new
technologies are around 96%, while even
retrofitting has led to efficiencies around
94 % and above. The challenges are to
make technology more energy efficient by
lowering cell voltages while maintaining
adequate superheat to avoid sludge
formation and electrolyte-concentration
gradients. These challenges can probably
be met through innovative technologies
leading to a more energy-efficient
aluminium reduction process.
The recent trend is towards high

amperage technologies (~600 kA) that
are less energy efficient but more cost
The energy efficiency of the process is

about 50%, at present, with the excess
energy being dissipated as heat.
The following features emerge from

reviews of new technology and recent
developments in the Hall - Hroult process:
Current efficiencies in excess of 94%
can be achieved.
Excess anode consumption has a

utilization efficiency of about 85%.
The anode-cathode distance (turbulent
metal pad) limits reduction of cell
voltage for availability of sufficient heat
generation for stable operation.
Heat loss remains imperative for
protective freeze on sidewalls.
The present technology is constrained
by both upper and lower limits for heat
generation.
The greatest scope for reducing energy
consumption and
metal production
costs lies in reducing capital costs; a cell
design that can operate with a lower
heat loss per unit produced; or eliminate
the anode carbon and substitute a more
cost-efficient option. This shifts the future
emphasis to operable cell designs with
substantial design changes in anode,
cathode and raw material leading to
Table 1: Futuristic technologies for aluminium smelting process

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

(Oxygen Evolution)
Eliminate consumable carbon anode by having an electrode material that evolves oxygen. Although
the electrochemical potential would increase by 1 V (E ~ 2.2 volts), the voltage increase would be
(hopefully) less because of lower anode polarization (min, electrolysis=9.26 kWh/kg). The superstructure
of the existing cell could be refined, reducing capital costs. If drained-cell materials development were
successful, further design options are possible
Chloride Process
Aluminous material converted to (anhydrous) AlCl3of adequate purity. AlCl3electrochemically

decomposed in a multi-electrode cell at ~700C (E ~ 1.8 volts,min, electrolysis= 6.34 kWh/kg).
Electrochemically generated chlorine is recycled.
Sulfide Process
Aluminous material converted to (anhydrous) Al2S3of adequate purity. Aluminum sulfide

electrochemically decomposed to recyclable S2and aluminum (E ~ 1.0 V) in a multipolar (min,
electrolysis= 5.24 kWh/kg) cell.
Carbothermal Reduction
Convert aluminous material to an intermediate Al4C3(or oxycarbide) chemically at T > 1,700C. React
carbide with further oxide to evolve CO and produce aluminum (or alloy) at T > 2,000C. Refine the metal
quality to a usable grade (minimum= 9.0 kWh/kg).
* Substantial retrofits using cryolite-alumina electrolytes.

Processing using intermediates derived from alumina.
Newsletter
improved energy efficiency. Thus the

discovery of a material that could serve
as an inert anode, especially if combined
with a wettable cathode and a ledge-free
sidewall, would enable major changes
in cell design and operating practice,
leading to highly energy efficient smelting
process. Such a discovery would improve
energy and resource utilization and reduce
greenhouse gas emissions.
To be successfully implemented, an
inert anode must be physically stable at
service temperature, resistant to attack
by molten fluoride electrolyte and attack
by pure oxygen, electrochemically stable,
electronically conductive, resistant to
thermal shock, mechanically robust, easy to
deploy (for instance, electrical connection
to bus, startup, power interruptions, etc.).
Futuristic technologies for aluminium
smelting process can be summarized as
given in Table 1.
The feasibility of these technologies
depends on multiple R&D related factors.
The main technological challenges include
anode material selection, combining inert
anodes with advanced electrolytic cell
design.
Conventional carbon anodes have a
limited life-span during the smelting
process. The oxidation (or consumption)
of the carbon anode causes greenhouse
Issue-2, June, 2015
21
gas (GHG) emissions. Inert anodes or the

so-called non-consumable anodes avoid
oxidation and thus limit the production of
GHGs. However, within the Hall- Hroult
smelting process, the electroactive surface
of an inert anode must be an oxide with
semiconducting properties, and as all
oxide materials have a finite solubility in
the fluoride electrolyte (which is highly
corrosive), a completely inert anode is
unlikely to be found. Most research on
anode materials is therefore focused on
finding and developing the right alloys
and/or composite materials that possess
low corrosion characteristics (i.e. low
consumption rates), so that anode lifespan
is optimised.
space for cell insulation materials).
Aside from the anode a basic HallHroult electrolytic cell also comprises
a cathode and electrolyte. So-called
development and use of wetted cathodes
in combination with inert anodes allows
for lower anode-cathode distances. This in
turn is accompanied by reduced voltages
and lower energy consumption (estimates
are in the range of 20-30% reduced energy
consumption). Other cell design aspects to
be dealt with relate to thermal issues (e.g.
heat loss), magneto hydrodynamic issues
(e.g. impact of magnetic forces on bath
circulation and consequences for alumina
solution rate) and physical issues (e.g. size,
shape and location of sump as well as free
Significant reduction in emissions of

gases such as CO2 and perfluorocarbons
(either via direct process emissions or
via indirect reduced emissions related
to electricity production)
Conclusion: Within a growing global

industry - where electricity consumption
makes up about one-third of the
production costs - there is significant
market potential for most technology
options that reduce energy consumption
of primary aluminium production,
including inert anodes. Future energy
efficient technologies in the aluminium
sector, could contribute to:
An increase in energy efficiency of up
to 25% (when coupled with a stable,
wetted cathode)
A reduction in operating costs of up
to 10%
A process productivity increase of up

to 5%
Lower emissions of PAH (poly aromatic
hydrocarbons)
generated
during
anode manufacture and consumption;
hydrogen fluoride (HF) generated during
electrolysis, anode effects, and anode
replacement; and carbonyl sulfide (COS)
generated during electrolysis.
22
Newsletter
Issue-2, June, 2015
Energy Management System and PAT

The use of commercial energy in India
has recorded a high growth rate over
the past decade. An analysis of the share
of commercial energy use by different
sectors indicates that the industry is
the most dominant sector, of the total
commercial energy use in the country.
The Indian industry, in general, is highly
energy intensive and it is hoped that the
successful implementation of the Perform
Achieve and Trade (PAT) scheme of Bureau
of Energy Efficiency (BEE) will help in
enhancing the energy efficiency of the key
industrial sectors in India.
PAT scheme is a market-based mechanism
to enhancing energy efficiency in large
industries, through target setting and
certification of energy savings that can be
traded. This scheme is mandatory for all
large industrial units in eight most energy
intensive sectors, numbering around 478.
PAT scheme has assigned energy saving
targets to each of these industrial units,
based on their individually calculated
Specific Energy Consumption (SEC).
Energy management system (EnMS)
approach can be one of the most effective
approaches to achieving these targets
under PAT, as it can help in meeting the
objectives of energy reduction at a faster
and more cost effective manner, while
enhancing productivity benefits for the
industry. For Industry, it can also help in
overcoming barriers to the implementation
of energy efficiency, and provide guidance
and support in the implementation
process. It can help in sustaining the
efforts under PAT and in encouraging
industry to achieve energy efficiency
targets by effectively adopting energy
efficiency approaches and technologies.
EnMS will particularly become important
as PAT will move in to subsequent cycles,
where the more sectors will be included.
EnMS can help DCs achieve continuous
energy efficiency improvements along

with a number of co-benefits.
Energy Management System

Benefits
Effective implementation of EnMS in many
industries has shown to have a dramatic
impact particularly in terms of capturing
unrealised energy efficiency potential.
Some of the key benefits areas are as
follows:
Competitiveness and productivity
gains: EnMS allows companies to
systemically analyse, manage and
reduce energy use, enabling them
to lower energy costs, and enhance
productivity and competitiveness.
Achievement of and compliance with
related policies: Adoption of EnMSs can
help Industry comply with PAT targets,
and ensure that energy conservation
plans, projects and targets are firmly
grounded in the specific realities of
a companys enterprise and suitably
customised to on-site circumstances.
Facilitating access to finance:
Quantifying and demonstrating the
benefits of energy efficiency projects
through EnMS can help the banks
better assess the risks and returns of
these projects.
Co-benefits of EnMS: A common
experience of companies that use
EnMSs effectively is that many other
significant co-benefits such as improved
product quality, longer equipment life,
reduced maintenance costs, less waste
generation, better resource efficiency,
improvement of workplace conditions
and pollution reduction, can be
achieved.
Barriers to Adoption of EnMS

Despite the range of benefits offered
by EnMS, a number of barriers prevent
Box 1: What is an EnMS?
An energy management system

(EnMS) is a collection of procedures
and practices to ensure systematic
tracking, analysis and planning of
energy use in industry. It enables
companies to maximise energy savings
and improve energy performance
continuously through organisation
and technology changes. EnMSs not
only means standards such as ISO
50001 but also other frameworks
for systematic energy management
defined according to particular
specifications.
An EnMS typically includes:
Energy policy and targets
Cross-divisional management
team with senior management
support
Baseline of energy use
Energy review and planning
process, identifying improvement
opportunities
Energy performance indicators
Action plans, internal audit and
third-party certification
this potential from being realised. These

include:
Market and Operational. The real or
perceived technical and operational
risk associated with EnMS.
Informational and organisational.
Limited knowledge of new energy
savings technologies and strategies,
lack of institutional focus on energy
issues and lack of communication
and coordination among company
personnel.
Financial
barriers.
Investment
decisions may not adequately consider
the full value of energy efficiency, short
payback period requirements, lack of
access to capital, views that energy
Newsletter
Issue-2, June, 2015
23
Table 1: Drivers and support mechanisms for promoting EnMS

Drivers
Support mechanisms
Enabling support structures for conducting energy audits

e.g. certifying energy auditors through National Certification
Examination.
Reward programme and other forms of recognition for example
under the National Energy Conservation Award.
Reporting and recognition of industry performance through KEP
website and Newsletter to encourage best-in-class performance.
Energy review, benchmarking and technical tools.

Case studies showing peer experience.
Guidance materials.
Workshops, networks and other forums for best practice
exchange.
Linkages with national and international technology suppliers
efficiency is not a strategic investment

in future profitability.
is required for helping the industry to

adopt standards like ISO 50001.
Recommendations for promoting

EnMS under PAT
BEE is further supporting EnMS through

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

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

case studies and guidance materials
through Knowledge Exchange Platform
initiative will ensure that energy
managers, energy auditors, company
personnel and certification bodies can
learn from best practice approaches.
Recognition for EnMS adoption will
enable companies to showcase their
performance to customers, peers and
other stakeholders, and can serve as an
important motivation to initiate EnMSs.
Standards and specifications for

promoting EnMS: Certifications like
ISO 50001 can provide industries with
a common understanding of EnMS,
including the content, scope, processes
and methodology, and a common
format for recording performance.
EnMS standards and specifications also
provide a transparent system to validate
energy performance improvements and
management practices, and can lead to
a means for devolved implementation.
Motivation and support: The KEP
initiative will also create motivation
among industry by disseminating case
studies and best practice examples
of excellent corporate management.
Making the business case for energy
efficiency reduces its perceived risk
to management, which may, in turn,
reduce the hurdle rate (or payback
period) that a company requires of
an energy efficiency investment.
Sharing the experiences of companies
with EnMS through public reporting,
networking and dissemination of case
studies etc. can reduce learning costs
for other companies.
Table 2: Drivers for different stakeholders for promoting EnMS

Delivery
Models
Drivers for Players to Develop EnMS Programs

(examples)
Financial
Institutions
Increase number of deals and project finance

Help assess the risks and returns of EE projects
Reduce investment risk
Improve and enhance customer relations
Industry
associations
Provide valuable service to member companies
Drivers for EnMS Adoption by Industry

Lower loan transaction costs
Blending technical assistance with financial products
Sharing of information
Implementation support
24
Newsletter
Promote adoption of EnMS through

alternate
and
Complementary
Channels: Other players in the energy
efficiency space have an important
role in supporting EnMS uptake, driven
by different needs and/or motives.
KEP will consider working with such
stakeholders to stimulate companies
to adopt EnMS and invest in energy
savings for the reasons mentioned in
(Table 2).
EnMS and Financial Institutions: KEP
will try to leverage banks to encourage
companies to adopt EnMS. Ongoing
and growing energy efficiency savings
can be expected as companies take
up energy efficiency projects that
are closely integrated into their
investment and financing decisionmaking processes. Models that blend
Issue-2, June, 2015
financing with technical assistance and

energy management systems capacity
building can also be considered. The
leader in this area is the European Bank
for Reconstruction and Development
(EBRD), which has developed internal
technical capacity to make energy
efficiency assessment part of its
standard loan evaluation process in
order to mainstream EE finance.
EnMSs and Industry Associations:
Industry associations can also play a
role in initiating large-scale energy
efficiency programmes that have
EnMSs at their heart. For example, in
the United States, the largest industry
trade organisation, the Northwest
Food Processing Association (NWFPA),
introduced a voluntary collaborative
EnMS framework to its the 100+
members. They partnered with an

energy service provider, the Northwest
Energy Efficiency Alliance (NEEA)
that convenes company leadership
and action around common energy
reduction goals. Industry can consider
promoting similar partnership models
with their sectoral industry associations.
Aggregating energy saving efforts
through sectoral industry associations
will allow the entire industry as
opposed to individual industry to
apply resources toward a unified energy
reduction goal sharing in the risk,
efficiency and energy savings potential
and adoption of EnMS as an ongoing
business practice.
Upcoming Events
S. No.
Upcoming Events
1.
CSP Focus
CSP Focus India 2015, July 2-3,2015 , New Delhi
2.
National Productivity Council, Chennai
Hands-on practical Training Energy Efficiency in pumps and Fans, July 6-7, 2015, Chennai
3.
National Productivity Council, Chennai
Integrated implementation & Auditing of ISO 14001 & ISO 50001, July 9-10, 2015, Chennai
4.
National Productivity Council,

Chennai
Hands-on practical Training Energy Conservation in Compressed Air System, July 27-28, 2015,
Chennai
5.
World Renewable Energy Technology

Congress
6th World Renewable Energy Technology Congress, August 21-23, 2015, Expo and
Convention Centre Manekshaw Centre, Delhi
6.
National Productivity Council, New

Delhi
Internal Auditor Training for ISO 50001: 2011 Energy Management System (EnMS), August
24-28, 2015, Ooty
Disclaimer: None of the parties involved in the development and production of this Newsletter assume any responsibility, makes any warranty, or assume any legal liability for the
accuracy, completeness, or usefulness of any information contained in this Newsletter. This Newsletter and the information contained therein, cannot be reproduced in part or full
without the written permission of the KEP Secretariat.
Comments and feedback welcome:

Ms. Vinni, Knowledge Exchange Platform Secretariat
Bureau of Energy Efficiency, Sewa Bhawan, R.K.Puram, Sector-1
New Delhi-110066 | E-mail: kep@beenet.in

KEP Newsletter Issue 2, June 2015

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KEP Newsletter Issue 2, June 2015

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Knowledge Exchange Platform

Message of Director General,

Knowledge exchange Platform

The award winning paintings of children who participated

Dr. Ajay Mathur

Newsletter For circulation within the KEP network only

Issue-2, June, 2015

Knowledge Exchange Platform Update

technology exhibitions, where industry

from industry and other stakeholders.

Issue-2, June, 2015

ISO 50001: Industrys Perspective

Journey towards implementation

Implementation of ISO 50001,

A core energy management team was

The Energy Management

of energy performance improvements.

Implementation roadmap of ISO

Issue-2, June, 2015

31-Jan- 3-5 FEB

ISO 50001 manual preparation

ISO 50001 manual finalization by

Sharing of ISO 50001 manual

Internal auditors training on ISO

Gap analysis of ISO 50001

Finalization of ISO 50001 manual

Internal audit of ISO 50001

Management review of ISO

STAGE 1 audit of ISO 50001

STAGE 2 audit of ISO 50001

ISO 50001 and the PAT scheme

Including criteria such as energy use,

Estimation of future energy use and

Identification of EnPIs for monitoring

Ensuring proper EnMS documentation

The implementation of ISO 50001 also

Issue-2, JuNe, 2015

Best Practice Case Studies

the final stage is stitching. Cotton, jute,

Perform, Achieve and Trade (PAT)

Dyeing & printing

Energy Consumers and covered by the

Success Story: Arvind Limited,

Issue-2, JuNe, 2015

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

Metric tonne (t)

total electrical energy

specific electrical energy

total thermal energy

specific thermal energy

Figure 4: Area-wise compressed air

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

Scenario before implementation

Sp. Energy Consumption

In the year 2014-15, the plant invested

Innovative Project: Compressed

fourth in terms of power consumption,

Decentralized air compressors were in

Table 2: Details of compressors for each SBU

Issue-2, JuNe, 2015

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

CFM Generation 37010 CFM

Compressor House III

CFM Generation 6650 CFM