See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/324746404

Municipal Solid Waste Co-processing in Cement Industry: Innovative models

for Scale up

Article · June 2016

CITATIONS READS

0 500

1 author:

Ritu Bharadwaj
Institute for Industrial Productivity
14 PUBLICATIONS   5 CITATIONS   

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Knowledge Partnership Project View project

Watershed Mission, NREGA View project

All content following this page was uploaded by Ritu Bharadwaj on 25 April 2018.

The user has requested enhancement of the downloaded file.

 Knowledge Exchange Platform
Promoting Energy Efficiency through Best Practices in Industries covered under the
Perform Achieve & Trade (PAT) Scheme
NEWSLETTER
INSIDE
INSIDE
 Message of Economic Adviser, Ministry
of Power, Government of India
 Municipal Solid Waste Co-processing
in Cement Industry: Innovative
models for scale up
 Best Practice Case Studies
• Vedanta Limited, Jharsuguda
• Raymond Limited, Chhindwara
• Shree Cement Limited
• JK Lakshmi Cement Limited
• Raymond Limited, Jalgaon
 BEE’s financing initiatives
 Technology gap assessment of the
Pulp and Paper Sector and the scope
for UK technology suppliers in this
industry
 Interventions of ESCO-based Steam
Supply Services in a Process Industry
- the Success Story of Kaleesuwari
Refinery (KRPL)
 KEP Journey in last one year
Supported by
The award winning paintings of children who participated
in National Level Painting Competition -2016 organised by
Bureau of Energy Efficiency, Ministry of Power, Government
of India, are presented here. Paintings of Suswagata Sutra
Dhar (Tripura), Arighna Saha (Tripura), Pukhram Rojiya
Devi (Manipur), Christina Biswas (West Bengal), C Vaishnavi
(Andhra Pradesh), Devashish Dabral (Uttarakhand),
G Amora Mercy (Tamilnadu), Telen Khaidem (Manipur) and
Laiphrakpam Rohit (Manipur) appear below in the same
order..
ISSUE-6, SPECIAL EDITION-ENMS 2016
Mr. Raj Pal
Economic Adviser,
Ministry of Power
Message
Warm greeting to industry friends and colleagues!
India formally joined the Paris climate change agreement on Gandhi Jayanti, taking the global pact a step
closer to its enactment. As India reaffirms its global leadership on tackling climate change, I would like
to congratulate the efforts made by our Industry friends and colleagues in making Perform Achieve and
Trade (PAT) scheme a success, which has made a huge contribution in propelling India on a low carbon
growth trajectory. While the PAT scheme sets a powerful example on how individual industry level efforts
and commitment to energy conservation and efficiency can contribute to making India energy secure,
the targets achieved by the industry have set international benchmark on achieving energy efficiency
in many sectors. The industry has already set to overachieve first PAT cycle specific energy consumption
targets by 30% and I am happy to note that through the ‘Knowledge Exchange Platform (KEP)’ we were
able to support the industry in realizing these targets by building a knowledge economy and inspiring
industries to focus on strategies and solutions that can enhance their energy productivity. This role of
KEP will become particularly important for new industries and sectors that have been covered under the
second PAT cycle, where the challenge will be to replicate the success achieved so far and to create a smart
economy reinforced by green manufacturing and production.
As Industry braces itself to achieve the targets under the second cycle of PAT, there will be a need to bring
in knowledge and enhance access to new and innovative technologies and services that help them to
improve their energy performance on a continuous basis. To realise this potential, KEP has initiated sector
wise technology gap assessment and mapping of best available international technologies to bridge
the information gap. To compliment this process, we have also created a searchable database on energy
efficiency technologies, service providers and technology supplier’s among host of other resources that
can help industry choose from a range of options and guide the users on best technologies suited for their
industry. Recently, we brought the industry, technology suppliers and other important stakeholders on
a common platform to exchange knowledge on technology options and approaches through a National
Seminar cum Technology Exhibition organized on 7th to 8th November, 2016 and I would like to thank my
industry partners for their wholehearted participation in this event.
I would also like to commend the pro activeness and support extended by the industry in joining hands with
KEP in promoting peer to peer learning and exchange of best practices through sector level workshops and
technology exhibitions. So far, we have organized sector level workshops for all the existing PAT sectors.
I hope that we will be able to continue with this effort to cover all sectors and deliver significant energy
efficiency benefits by promoting adoption of cost effective efficiency measures. Cross sectoral knowledge
transfer and active learning has also been high on our agenda and we have facilitated this effort through
friendly energy efficiency exchange visits in thermal power and cement sectors.
We aim to evolve KEP as an Industry led forum for knowledge transfer on energy efficiency and I will
encourage you to write to us and provide feedback on how we can make KEP more effective and responsive
to this effect.
Raj Pal
 2 NEWSLETTER For circulation within the KEP network only
Municipal Solid Waste Co-processing in Cement Industry:
Innovative models for Scale up
Effective management and disposal
of Municipal Solid Wastes (MSW) has
already reached a stage of major concern
in India, as in many other countries
around the world. Rapid urbanisation,
uncontrolled population growth and
rising per capita income is only going
to add to this problem. The significance
of the issue can be understood from
the high priority accorded by the Prime
Minister of India, Narendra Modi under
the Swachh Bharat Abhiyaan (Clean
India Campaign). This campaign is India’s
biggest ever cleanliness drive where
eminent people from different walks of
life are being encouraged to promote
it. But the challenge is huge. The total
estimated generation of MSW in India is
about 68 million tonnes (2011-12) from
urban sources alone. MSW generation
from major Indian states is illustrated
in Figure 1. The generation of MSW
is estimated to reach 221MT in 2030,
with a per capita increase of 1 to 1.33%
annually.
Landfill/ Waste dumps or open burning
(60%- 90%) continue to be the principal
method of waste disposal causing severe
health hazard, continuous emission
of harmful gases and environmental
degradation. Despite adverse impacts,
land filling is expected to continue as
most widely adopted practice in coming
years, even though the major cities are
already facing problem of land availability
Figure 1: Share of major Indian States in
MSW generation
ISSUE-6, SPECIAL EDITION-ENMS 2016
– By Mr. Somnath Bhattacharjee & Ms. Ritu Bharadwaj
for waste disposal. Local Municipal
Authorities responsible for handling
wastes face severe challenges, significant
among them being scarcity of funds,
inherent institutional weaknesses, lack
of capacity and knowledge on choice of
method/ technology for waste disposal.
MSW Co-processing in
Cement Plants: an effective
solution
In a situationas grim as this, it becomes
imperative to look at customized non-
conventional solutions involving all
stakeholders responsible for solid waste
management. Making Refuse Derived
Fuel (RDF) from MSW and using it
gainfully as a fuel in cement plants is one
such sustainable long-term solution. RDF
is the dry organic fraction of MSW which
can be recovered by treating MSW using
Mechanical Biological treatment. RDF
comprises of plastics, paper, cardboard,
cloth, wood, rubber, leather, etc. This
option represents a win-win situation by
way of reducing coal usage in cement
manufacture on one hand and in finding
a long-term sustainable solution for
managing urban waste effectively on the
other. As illustrated in Figure 1, states like
Maharashtra, Gujarat, Rajasthan, Andhra
Pradesh, Karnataka & Tamil Nadu, which
produces large quantities of MSW also
have number of cement plants which
can absorb the RDF in these states.
However, despite many potential
benefits, RDF usage is not getting scaled
upin India. Typically, RDF can replace up
to 15-20% of primary fossil fuels used
in cement plants. However, the current
thermal substitution rate (TSR) or the
rate of co-processing wastes in India
ranges between 0.5-1%, while in some
developed countries, this figure is as
high as around 60%. There are some
cement plants in Europe where more
Potential benefits of
Co-processing RDF
Co-processing of MSW in cement
plants has the potential to effectively
address many waste disposal
challenges facing the country.
• Addressing local environment
issues by reduction of MSW going
for landfills.
• Addressing health and social
issues by breaking cycle of
diseases resulting from unhygienic
conditions.
• Creating sustainable livelihood
option for the informal sector
involved in waste picking, sorting
and recycling by making these
operations organized.
• GHG reduction potential by
replacing coal in cement kilns.
Additional GHG reduction through
methane avoidance from landfill.
• Huge Coal saving potential by
using waste in place of coal for
cement manufacture
than 80% of the conventional fuel is
being replaced with RDF.
Models of MSW
co-processing
Institute for Industrial Productivity(IIP)
commissioned a project to analyse
the issues and challenges facing RDF
projects in India. Three different models
processing MSW to RDF for usage in
cement plants, were studied. These
models were carefully selected to cover
projects that are being managed by
different types of stakeholders viz. (i)
Municipal Corporation (Panjim Model);
(ii) an NGO (Sarthak Model); (iii) Cement
manufacturer (Jaypee Model), to get
a range of perspective, understand
their implementation challenges and
review their comparative advantages/
NEWSLETTER
disadvantages. Each of these models
involve different actors in its operations,
handle different nature of waste and
have varying degrees of mechanization
in production process.
Panjim Model
The city of Panjimin Goa generates around
60 tonnes of waste every day, and this
figure is rising at a rate of 5% every year.
To handle this waste effectively, primary
segregation is done at the household level
by providing separate bins for collecting
and storing bio-degradable and non-
biodegradable wastes. The organic bio-
degradable waste is composted in pits to
produce manure. The non-biodegradable
wastethat constitutes about 12% of the
total waste, is further segregated into
recyclable and non-recyclable waste, by
Municipal Corporation employees. About
0.8 tonne per day of non-recyclable
wastes can be processed as RDF, however,
the facility generates an average of
0.36-0.40 tonnes of RDF per day.Bales
of RDF weighing about 100-110 kg are
transported from processing facility to
cement companies for use as fuel.
Although the project has greatly
enhanced the effectiveness of the
waste management system in the city,
the model is not sustainable. While the
total cost incurred by Municipality is INR
1100 (USD 18)per tonne, it derives no
revenues from this activity as the RDF
is supplied to the cement companies
free of cost. The revenues obtained
through “sanitation fees” levied by the
Municipality is able to cover only 12-15%
of the total cost of this project.
Sarthak Model
The city of Bhopal in Madhya Pradesh
generates around 420-460 tonnes of
MSW every day. About 5,000 rag pickers
were involved in this city to segregate
the waste in an unhygienic manner that
was also hazardous to their health. The
plastic waste constituting around 14%
of the garbage, was dumped either at
a centre near Bhopal-the state capital
or burnt. Both these practices were
ISSUE-6, SPECIAL EDITION-ENMS 2016 3
highly harmful for the environment and segregation. While this model is based
overall health of the inhabitants in the on an efficient technology, however,
city. So, in order to improve the waste it is not financially viable for Jaypee. It
management system and the working incurs INR 2500 (USD 41)per tonne on
conditions of rag-pickers a local NGO, processing of wastes and recovers only
Sarthak, initiated a project on MSW INR 1750 (USD 28.7)per tonne by way of
processing, which was supported by selling the product. Inadequate supply
Bhopal Municipal Corporation (BMC). of waste is another significant obstacle
BMC allocated land to Sarthak for solid faced by Jaypee in this project.
waste management and collection of
plastic waste. This initiative was started Comparison between the
in five of the 70 management wards of three Waste Management
BMC, and is now being implemented in 21 Models
wards, employing 1465 “SarthakKarmis”
(rag-pickers). The NGO has carried out A typical waste management process is
capacity building of Sarthak Karmison depicted in Figure 2, where the major
waste management processes and has stages are demarcated as A, B, C & D. For
also linked them with social security an efficient waste management model,
schemes. The Sarthak Karmiscarry out primary segregation (A) is an important
the collection and segregating of wastes,
which is transported to the processing Figure 2: Typical waste management
process
facility, where the waste is aggregated
into bundles of 100 kg. This process
generates 5-6 tonnes of RDF every day.
RDF is sold to cement plants at a rate
of INR 5.50 (USD 0.09)per Kg,for use as
fuel. Till now, nearly 2000 metric tons
of plastic bags have been used as fuel
in cement plants, saving nearly 5,000
tonnes of GHG emission from burning of
plastic waste. Furthermore, rag-pickers
have been employed, in a job that pays
them an income higher than what they
were earning earlier. Discussions with
local cement companies reveal that
they are generally happy with this, but
in order to be sustainable, cost effective
and scalable this model needs to
promote primary segregation of wastes
at the household level.
Jaypee Model
Chandigarh city generates about 400
tonnes of solid waste every day and to
deal with the issue of its safe disposal,
Jaypee Cement Industries has setup a
highly mechanized system, for the waste
collection and processing in Chandigarh
that caters to 70 % of the waste generated
in the city. The segregated waste
comprises of a mixture of plastic and
textile wastes, which is processed and
converted into RDF without any primary
 4 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016
Table 1: Management responsibility in different models
Process Panjim (Municipal Sarthak (NGO) Model
Corporation) Model
A Household- Source Trained rag pickers
Segregation
B Municipal Corporation Sarthak
C Municipal Corporation Sarthak
D State Government State Pollution Control Board Jaypee
step. The management arrangement and
responsibility for each stage of waste
management in different models is
presented in Table 1.
One of the major issues identified for
impeding the rapid scale up in all the
three model is the poor financial viability
of these projects.The salient feature of
these models on key financial parameter is
depicted in Table 2.
Way forward
The Indian cement industry has made
significant improvements in its energy
efficiency and productivity in the recent
years. However, the Thermal Substitution
Rate (TSR) or the use of Alternate Fuels
and Raw Materials (AFRs) for cement
manufacture, remains extremely low.
India which is the second largest producer
of cement in the world after China, is likely
to see its cement capacity of 350 Million
Tonnes per annum (Mta) double over the
next decade, resulting in a huge surge
in coal demand. This demand for coal is
projected to increase in the range of 63 –to
96 Million Tonnes (MT) during 2012 – 2017
as per the Planning Commission’s 12th
Plan Report on cement industry. The role
of AFRs to replace coal therefore assumes
great significance against this backdrop.
Table 2: Financial performance of different models
Parameters Panjim(Municipal
Corporation) Model
Cost/ tonne RDF 1100/ 18.33
(INR/ USD)
Selling Price/ tonne Not estimated
RDF (INR/ USD)
Major Costs Wages for
municipal workers,
Transportation of
RDF
Jaypee (Private
Company) Model
Not done
Municipal Corporation
Jaypee
Increasing TSR in cement industry offers
not only huge opportunity for reducing
fossil fuel usage but also in addressing the
issue of local as well as global emissions.
The time is right to launch a structured
campaign for AFR, keeping in mind the
following recent developments.
i. Government of India has pledged to
higher targets for emission intensity
reduction in the Nationally Determined
Contribution (NDC), which would
translate in to greater push for
manufacturing sectors like cement to
reduce their emission intensity
ii. More challenging targets to cement
industry under second cycle of Perform
Achieve and Trade (PAT) scheme implies
that the industry will have to look at
opportunities like AFR to achieve these
targets.
The GHG mitigation cost through
AFR use is reasonable, and there is a
significant replication potential across
the entire cement industry in India. The
other associated co-benefits include an
effective and efficient means of managing
urban and industrial waste, which is
increasingly becoming a cause for major
concern. The relatively low use of AFR
is diagnosed to be due to a number of
technical and financial issues coupled
Sarthak (NGO) Jaypee (Private
Model Company) Model
5000 / 83.33 2500 / 41.67
5500 / 91.67 1750 / 29.17
Wages for Sarthak Processing of
Karmis, Waste waste using capital
collection and intensive machinery
segregation
with policy and regulatory barriers, many
of which are interlinked.
IIP India has launched a multi-stakeholder
initiative to draw up a stakeholder-
designed ‘Implementable Action Plan’ (can
be downloaded from www.iipinetwork.
org) for increasing the TSR in Indian
cement industry. In order to identify and
resolve the regulatory and policy issues,
IIP had created a Forum of Regulators
with high level representation from State
Pollution Control Boards of major cement
producing states in India. The Forum of
Regulators (FoR) reviewed the provisions
of existing policy and regulatory
guidelines and came out with a series of
five White Paper Compendium (can be
downloaded from www.iipinetwork.org),
based on which the Central Pollution
Control Board (CPCB) has now set up
a ‘National Task Force (NTF) on Co-
processing’, to take the recommendations
of the Forum forward, which provides the
much needed framework to deal with
some of the pressing regulatory and policy
barriers. While NTF reviews the policy
and regulatory provision to enhance the
use of AFR, it is important to draw policy
learnings from other countries, which have
been successful in enhancing the TSR rate.
The UK Landfill Tax is seen as one such key
mechanism for increasing TSR in cement
industry by making it financially more
viable compared to the cost of landfill.
Consultations with Cement industry
show that they are willing to invest in
technologies that can help them increase
the TSR (while helping them meet their
PAT targets). In a recently (Sept., 2016)
conducted UK study tour under Knowledge
Exchange Platform (KEP) initiative, the
Indian cement industry representatives
were exposed to such technologies for
waste co-processing, their economics
and benefits. KEP will continue to provide
information on similar technological
options available for enhancing TSR. The
cement industry will however need to
capitalize on these opportunities for not
just achieving scale of energy efficiency,
GHG mitigation and coal savings,but in
also contributing to the society by gainfully
utilising MSW/Solid waste.
NEWSLETTER
Energy Management System Implementation
Vedanta Limited, Smelter Plant1
Introducing the Plant
Vedanta Ltd. (VL), Jharsuguda, is an
associate company of the FTSE 100
diversified resources group Vedanta
Resources Plc, listed on the London Stock
Exchange. Originally incorporated in
2001, Vedanta is a leading producer of
metallurgical grade alumina and other
aluminium products, catering to a wide
spectrum of industries. The aluminium
smelting unit at Jharsuguda has carved
out a niche for itself in the aluminium
industry with its superior product quality
based on energy efficient state-of-the-
art technology. The firm operates a 0.5
MTPA aluminium smelter and a 1215 MW
captive power plant supported by highly
modern infrastructure at this location in
Odisha.
In the quest to meet high quality
standards and the best of Health,
Safety and Environment systems, the
company hasput into place an integrated
management system (IMS) and is certified
for: ISO 9001, ISO 14001, and OHSAS 18001
and ISO 50001.
Development strategies adopted
for implementing ISO 50001,
Energy Management System
Development Strategies:
At Vedanta, we believe that teams are
always better than individuals and
systematic tools are more fruitful than
solitary ideas. Cross-functional team
involvement in Focused Improvement
Projects to improve energy performance
by optimizing processes, innovating,
implementing new ideas, and also using
the latest technology, have all helped
ISSUE-6, SPECIAL EDITION-ENMS 2016 5
– Mr. Bijneswar Mohanty(AVP, Head Cast house & Energy Management) ,
Mr. Ramesh Chandra Patro(Associate Manager, Coordinator Energy Cell)
achieve significant reductions in energy performance of the plant periodically.
consumed.
Our team is actively involved in spreading
The top management’s role in awareness about energy conservation
implementing and maintaining such a in the community and in industry: we
system is vital and incudes, also conduct workshops at national level.
 Formation of an Energy Cell (Fig 1.) Vedanta organized the first aluminum
comprising a three-layer structure: sector KEP (Knowledge Exchange
an apex committee, core committee, Platform) workshop involving all players
coordinating committee and Small in the aluminium industry, research
Group Activities (SGA) team. (refer institutes, and the Bureau of Energy
to attached Annexures 1 and 2, for Efficiency, Government of India.
details of the Energy Cell and Energy Energy review and planning
Management Team’s roles and
responsibilities). The energy review is the heart of this
management system. All aspects of the
 Defining an energy policy taking into
EnMS depend on it so proper energy plans
account all organizational and legal
and reviews are a must for successful
requirements.
implementation of EnMS. An energy
 Appointing a management review exercise is conducted every year.
representative (MR) and Energy The energy planning process includes:
Manager to drive the system.
a. Identification of different energy
 Defining the roles and responsibilities streams used in our plant.
of the MR and Energy Manager.
b. Analysis of energy use and
 Establishing energy objectives and consumption.
targets according to energy policy
c. Determination of areas of significant
and providing necessary resources for
achieving them. (necessary
resources include approvals for Figure 1: Formation of Energy Cell
CAPEX (capital expenditure)
and OPEX (operational
expenditure) proposals
aimed at implementing
energy saving projects,
computerization of all energy
reports, energy-efficient
procurement, design, etc., and
training human resources).
 Training all plant personnel
in energy conservation
awareness.
 Reviewing the energy
 6 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016
energy use and consumption (by Pareto
method).
d. Analysis of past and present energy
consumption, so as to determine the
baseline for each area.
e. Analysis of relevant variables impacting
significant energy use.
f.
Identifying opportunities for
improvement.
g. Setting out objectives and targets.
The energy review exercise involved the
Energy Cell team: the energy consumption
of motors, lights, different parts of the
process, furnaces, etc.,were measured
using a power analyzer and recorded for
analysis. This procedure was followed for
all types of energy streams.
To monitor energy performance, energy
performance indicators (EnPI) were
defined for each area, and,based on
past and present energy consumption,
baselines were set for each EnPItaking the
average energy consumption over a year.
A list of opportunities was drawn up using
audits, brainstorming sessions, sharing
best practices, etc., and then priorities
set, based on conditions such as payback,
feasibility, process impact.
Use of Professional Expertise
During the implementation stage an
energy consultant guided our team in
developing energy review formats, trained
the internal auditor, provided information
about best practices in other industries,
all of which helped us develop a robust
system not only for complying with all
the requirements of an EnMS but also for
achieving national benchmarking figures
of energy consumption.
Human resources are the key to success
in any organization, hence it is of utmost
importance to train them and develop
skills. To enable focusing on this, our policy
mandates every department to conduct
training sessions on energy conservation.
The HR department conducts training
programmes and monitors their
effectiveness.
1. Training by external agencies
Agencies from outside the organization
were called in to train the Energy Cell
team in techniques of energy auditing,
energy management and energy saving in
different kinds of equipment.
Training on the following topics was
carried out by external agencies
mentioned alongside:
 Energy auditing techniques: CII
 Energy saving in utilities: FICCI
 Energy management training: CII
Internal
 auditor training: GRK
enterprises
 Lead auditor training program: SGS
We are also encouraging our engineers
to go through the BEE-certified Energy
Auditor’s course and we now have eight
government-certified energy auditors and
managers.
2. Training by faculty within the
organization
As per the internal training calendar,
in-house specialists provide refresher
training for internal auditors, and EnMS, as
also in areas such as:
 Energy savings in pump and motors
 Energy efficiency in pot cells.
 Energy efficient lighting, etc.
3. Tool Box talks cover energy
conservation awareness for shop floor
personnel
Tool box talks are organized each
fortnight for shop floor technicians and
operators, on energy savings, deviation
reporting and control, to communicate
of the energy policy, objectives and
targets, etc.
Online e-testsare being organized to
evaluate the competence of all employees
who are significantly impacting energy.
We also invite vendors to participate
in workshops and demonstrate energy
efficient products and educate our Energy
Cell team members by exposing them to
national international symposiums.
Tools and resources
The Jharsuguda plant of Vedanta has a
value-driven culture with strong business
drivers such as Six Sigma, Quality Circles,
NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016 7

Figure 2: SCADA based energy monitoring system

Annual energy cost 1634.66 lakhs INR
savings
Cost to implement 224 lakhs INR
Payback period 2 months

Kaizen, asset optimization, sustainability,
IMS, and 5S in place. It is also equipped
with advanced IT-based applications
such as MES online report generation,
SAP-based energy efficient product
procurement, and e-based document
management systems.
A SCADA-based energy monitoring system
in which all energy meters are connected
to one server, generates reports. Portable
flow meters and power meters are used to
analyze deviations at a particular load.
Steps taken to maintain
operational controland
sustain energy performance
improvement.
While the EnMSwas being implemented,
we reviewed all work instructions (WI)
and modified them so as to meet the
requirements of ISO 50001. The impact
of energy performance of each item of
equipment in the process was analyzed.
The operating / control limits of each
process were redefined so as to optimize
energy consumption. A list of significantly
impacting activities was made by
analyzing the WI and communicated
to workers on the shop floor to ensure
control.
All WIs are communicated to shop floor
technician in training programmes
held periodically, with tests conducted
before and after the training. To increase
awareness, posters and dashboards are
displayed on the shop floor.
Approach to determine energy
performance improvement and
validate results
Before implementing the energy saving
projects, the SGA team of our Energy
Cell measured energy consumption
and other process parameters such
as pressure, flow, temperature, and
recorded them in a specified format.
All these parameters, including energy,
current, voltage, etc., were again
measured (after implementation) to
enable a comparison. The results were
verified by an internal auditor/central
EnMS coordinator.
Details of the modifications along with
photographs and other data are recorded
in a specified format for reference and
the final result verified by the Energy
Manager.
Cost-benefit analysis
Cost-benefit is calculated on the basis
of costs of the project, maintenance,
operations, and finally comparing this
with savings due to reduced energy
consumption.
Lessons Learned
• Team work at all levels of Energy Cell
needed for successful implementation.
• Software tools such as Minitab, Ampla,
etc., used for energy monitoring and
data analysis.
• Robust auditing techniques of EnMS
necessary.
• Best practices sharing between
business unit and sub-business unit
level.
• Internal and external benchmarking to
set high standards.
• Error-free data management and
documentation system development.
• Effective use of resources.
Improvements after EnMS (ISO 50001)
implementation
• Cohesive Energy Management team
and Energy Cell developed.
• Small Group Activities (SGA) given
more importance. Employees from all
levels are involved and suggestions
received from all levels for listing of
opportunities (LOOP) to improve
energy performance.
•
Top management awareness,
involvement and commitment
increased.
• Policy developed and acted upon.
• Objectives established for all
departments and targets assigned.
Around 15 objectives and 25
management programs finalized and
communicated to all to achieve the
energy targets.
• Energy saving opportunities identified
and prioritized.
• Energy Baseline study conducted in
scientific manner.
• Performance monitoring through EnPIs
(Energy Performance Indicators).
 8 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016

• Energy efficient procurement analysis • Energy linkage to Standard Operating

for all products by commercial team. Procedures (SOP) and Standard Mr. Dayanidhi
Maintenance Procedures(SMP) of Behera
• Measurement and monitoring system
Integrated Management System(IMS) Sr. Vice President &
strengthened.
and accordingly field operation Head Aluminium
• Management review for performance Operation, Vedanta
followed.
improvement. Ltd., Jharsuguda,
• Energy Dashboards maintained in all
• EnMS Tool Box talk being conducted. Odisha, Aluminium &
sections and departments.
• Inclusion of EnMS topics in induction Power Business
training of new employees. Vedanta Limited, Aluminium & Power
Business at Jharsuguda, is an early
adopter of ISO 50001 system and has
Team of Innovators been an ardent practitioner of Energy
Management System (EnMS) over
The team behind the successful implementation of the project wereMr. Bijneswar the years. We drive EnMS as a culture
Mohanty(AVP, Head Cast house & Energy Management), Mr. Mangu Srinivas (AGM, and we inculcate the same in all our
Rectifier), Mr. A Krishna Perumal ( Associate Manager, Bake Oven), Mr. Harish employees and associate partners as
Yadu (Manager, Cast House), Mr. Sridhar Nayak (Associate Manager, Utility) and Ms well. ISO 50001 has helped us to have a
Rashmiprabha Maharana (Associate, Rectifier). structured approach to formulate policy,
set objectives & targets and to improve
our energy performance continually
involving people at all level. I believe our
team is motivated and inspired enough
to see enormous drives towards energy
efficiency and energy conservation
measures to have a sustainable growth
with low carbon footprint.


NEWSLETTER
Energy Management System Implementation
Raymond Limited, Chhindwara Unit
Introducing the Plant
Incorporated in 1925, Raymond Limited
has five manufacturing divisions at
present, which make products such
as textiles, denim, engineering files
and tools, aviation, designer wear,
prophylactics and toiletries. With a
capacity of 45.28 million meters in wool
and wool-blended fabrics, Raymond
commands over 60% of the market share
of worsted suiting in India, and ranks
amongst the first three fully integrated
manufacturers of worsted suiting in the
world.
The Chhindwara Unit is one of the three
production units of the Textile Division; its
installed capacity is 128 looms and 33528
spindles as against the licensed capacity of
1500 looms and 50000 spindles. The unit,
which became operational in 1991, has a
work force of more than 2600. The plant
is well equipped with the most modern
machinery, ensuring high efficiency and
productivity. The work force is skilled,
well- trained and competent. An in-house
laboratory carries out quality tests on in-
coming material, in-process material and
the final product.
Figure 1: Share of different types/sources
of energy used in the plant
Steam
67334 MT
Electricity
54575271kWh
37.01%
38.90%
Coal 9848 MT
23.68%
LPG
0.41
ISSUE-6, SPECIAL EDITION-ENMS 2016
– Mr. Jayant Joshi, General Manager (Engineering), Raymond Ltd, Chhindwara Division
Development strategies adopted
for implementing ISO 50001,
Energy Management System
Development phase:
• In order to have a well-defined and
functional energy management system,
the members of the organization
should become conscious of energy
consumption, conservation and
wastage.
• With a well-organized system for
collecting and measuring data in place,
consumption figures for different
departments were readily available,
allowing a systematic approach to
understanding energy use. With this
data we were able to study our past
consumption and finally, a baseline was
arrived at: the financial year, 2014-2015.
Analysis of the data suggested that
electricity was the form in which
most energy was consumed. Hence,
monthly electricity consumption for all
departments was recorded separately
and the annual total was determined.
This allowed determination of areas
of significant energy use (SEU): if the
area consumed more than 5% of the
Figure 2: Apportionment of electricity
consumption in the plant
% Electricity Consumption
Others
Lighting
2%
4%
Utility Production
39% 55%
9
total electrical energy consumed it was
considered an area of significant energy
use. For each department, Energy
Performance Indicators (EnPIs) were
based upon the energy consumed per
unit of production.
Use of Professional Experience:
The plant identified the level of training
for different personnel according to
their job profile. The top management’s
commitment to EnMS implementation
was high and hence a management
representative (MR) was appointed with
immediate effect. The MR was given
powers to make decisions with respect
to the EnMS and he was also responsible
for assigning roles and responsibilities
to other members of the organization.
The major resource was a team which
comprised 15 experienced and dedicated
members from all over the plant, specialists
in their respective roles: this team was
hence called the Energy Management
Team (EMT) with the MR as their leader.
The MR and EMT played key roles in
implementing the EnMS and hence
specialized training by certified external
experts from the Bureau of Energy
Efficiency (BEE) on EnMS implementation
and internal auditor training was arranged.
These members were, in turn, responsible
for training the other staff members in
their departments. In particular, a number
of training sessions were arranged for
ground level workers working in the SEU
area, because they were the first in line to
work on the machines and had a significant
role to play in energy conservation and
preservation.
A clear communication system was set up
with details and updates on EnMS were
 10 NEWSLETTER
circulated to all concerned personnel via
e-mail; all the latest documents, records
and data were placed on the intranet so as
to be accessible to all staff members. Notice
boards were also used to intimate workers
of progress; control was maintained
throughout by using passwords to protect
all relevant documents on the intranet.
Workers were trained on the process flows
of the machines. They were also given
proper instructions about how to operate
the machine efficiently. For this purpose
the instructions were noted down on a
paper and placed near the machine to
ensure good operational control.
Implementation roadmap of ISO
50001 and approach adopted
A number of activities were undertaken
to improve the energy performance of
the plant, and included replacement of
old inefficient motors by IE2 class high-
efficiency motors, as also VFD and LED
light installation, all of which resulted
in significant improvements in energy
consumption. The energy efficiency
improvement projects were first
documented and a detailed action plan
consisting of responsibilities and time
frames was drawn up, with steps taken to
implement it. Performance was measured
using regression since it considered all
variables affecting energy use.
The energy team prepared a template for
determining energy consumption and
validation in Excel format. This template
used the baseline data, regression, and
some mathematical calculations to
compute the energy consumption for the
current period. A report was generated
showing the difference between the
actual and computed values of energy
consumed with values deviating from
preset limits, being colour-coded. Reasons
for these deviations were given by the
department’s energy team member.
Since the system was fully integrated and
scattered bits brought together, preparing
for audits was no trouble. Only minor
things such as placing the instructions at
proper places near the machines, checking
ISSUE-6, SPECIAL EDITION-ENMS 2016
the availability of documents,
needed to be checked. ISO 50001- EnMS Flow Chart
Raymond Limited – Textile Division-Chhindwara Madhya Pradesh
ISO 50001 and the PAT
Preparation
scheme
March 2015
Energy Policy
September 2015
After implementing ISO 50001,
Training Stakeholder September 2015
the plant was able to reduce its
energy consumption by 9.81% MR - Appointment September 2015
during the 1st PAT cycle. EnMS Team - Formation September 2015
Cost-benefit analysis EnMS Manual September 2015
Baseline Data, Objectives & Targets September 2015
Replacing conventional lights
by LEDs and installing VFDs in Action Plan & Implementation September 2015
place of conventional starters Training - Internal Auditor September 2015
saved Rs. 2.55 million, with a Internal Audit November 2015
total investment of Rs. 2.44
MRM December 2015
million. Other contributions
Documentation Audit January 2016
to savings came from the
installation of solar light pipes, Certification Audit February 2016
interlocking for ETP aerator
motor, and replacement of
obsolete motors by high-
efficiency motors. It was the
ISO Certification – 7th March 2016
hard work of our team that
led to a timely completion of the projects
of machines was considered to be taken
aimed at saving energy, giving a payback
as the base value for further analysis.
period of one year.
It was indeed a big task to implement
Challenges the energy management system, but
• As a composite textile mill, the largest the willingness and dedication of the
hurdle that came our way was a gap organization brought success. Many
in competence and training. Since the lessons were learned as the projects
number of processes is large, the training were implemented: team work, sharing
and competence of workers working of responsibilities, accountability, and
in each process was different and the time management played a key role in
gap had to be made up. After a long implementing EnMS.
brain-storming session with the Human
Keys to Success
Resources personnel, it was decided to
• A suitable system / method for timely
make a department-wise competency
data collection and measurements of
matrix which would also cover the
energy consumption within the plant’s
training needs in a single context.
boundary.
• Because of the presence of different
• Awareness amongst the people
kinds of machinery with differing loads,
working in the plant is essential
varying from 0.375 kW to 135 kW, the
because no system/process/method
number of motors was correspondingly
can be brought into practice without
very large, approximately 3000. This
knowing its significance.
made it difficult to identify and set the
criteria for SEU equipment; however, • Good computer operating skills,
after studying all the aspects and especially for working with MS Excel,
possibilities a value of 100 kW for came in handy in EnPI measurement
connected load of individual or group and analysis.
NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016 11

• ISO implementation guides, ISO 50002, requirements. manage and implement the energy
50003, 50004 and 50006 provided a • A well-documented EnMS manual management system and share
clear idea about the interpretation and with all necessary procedures and responsibilities.
meaning of the EnMS standard and its action plans made it a lot easier to

Team of Innovators Mr. Vinod

The team behind the successful implementation of the project was: Padmanabhan
Name of Name of the Role Responsibility in the Director (Works)
Department Employee Organization Raymond Limited,
Engineering Mr. Jayant Joshi General Manager Chhindwara
Electrical Mr. Chandrakant Management Assistant Manager
Engineering Choudhary Representative
Electrical Mr. U.R. Deshmukh Manager Electrical
Engineering
“The implementation of ISO 50001 has
Mechanical Mr. Akhil Jain Manager Mechanical
Engineering resulted in overall awareness among all
General Store Mr. Dhirendra Mishra Energy Management Deputy Manager
stakeholders and departmental heads. It
Team member has also given us a systematic and practical
SCM Mr. Nishikant Shastri Energy Management Manager approach for analyzing the gaps and
Team member improvement areas which has resulted
Mechanical Mr. Rakesh Upadhyay Energy Management Assistant Manager in energy efficiency improvement. This
Engineering Team member resulted in significant improvement of
Instrumentation Mr. Ashish Sharma Energy Management Executive the energy performance level from an
Engineering Team member initial energy baseline. Individual process
CPP Mr. Abhijit Pattanayak Energy Management Assistant Manager has now energy efficiency targets and
Team member objectives are being reviewed regularly.”
P.V Spinning Mr. Ambanna Kore Energy Management Deputy Manager
Team member “Saving energy not only saves money but
Worsted Mr. Ratanlal Verma Energy Management Deputy Manager also saves our limited and valuable natural
Spinning Team member resources”.
Re combing Mr. Sanjay Ekhar Energy Management Executive
Team member 
Grey. Combing Mr. Himojyoti Nandi Energy Management Manager
Team member
Dyeing Mr. Manish Tiwari Energy Management Executive
Team member
Finishing Mr. Pinaki Hazra Energy Management Deputy Manager
Team member
Weaving Mr. Asit Adak Energy Management Manager
Team member
Commercial Mr. Vinod Mokashi Energy Management Executive
Team member
 12 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016

Energy Management System Implementation

Shree Cement Limited

– Mr. P. N. Chhangani,President (Works); Mr. R. Bhargava, Joint Vice President; Mr. Sanjay Singh,
Manager (Energy Management Cell); Mr. Umang Gupta, Senior Engineering (Energy Management Cell)

Introducing the Plant
Shree Cement Limited (SCL) is a leading
Indian cement company and its approach
in transforming risks into opportunities
has given it a notable presence in the
national cement industry. It is India’s third
largest cement company with a cement
production capacity of 25.6 million
tonnes per annum. SCL commenced
operations in 1986 with a production
capacity of just 0.6 million tonnes per
annum. With changing times and needs,
SCL diversified its business portfolio
and entered the power sector with a
commercial power plant, Shree Mega
Power,whose generating capacity was
300 MW. If 201 MW of captive power is
included, the total power generation
capacity becomes 501 MW. The capacity
of this plant is augmented by 111 MW
from the waste heat recovery plants
(WHR),making a total of 612 MW. The
capacity of SCL’sWHR power plant is,
worldwide, second only to similar plants
following are considered.
• Analysis of energy use and
consumption based on measurements
and identification of current energy
sources. Past and present energy use
and consumption are also evaluated.
• Based on the analysis of energy use
and consumption, areas of significant
energy use are identified as are
also facilities, equipment, systems,
processes and personnel working for,
or on behalf of, the organization that
significantly affect energy use and
consumption. Other relevant variables
affecting significant energy uses are
identified. Current energy performance
of facilities, equipment, systems and
processes related to significant energy
uses are identified and future energy
use estimated.
Criteria for rating energy aspect
Saving Technological
Potential Rating Rating B
89.99-75%
Determining Criteria for Potential
Savings and Feasibility
Once the energy aspects are identified,
their significance is reviewed; the two
significance criteria include, “Potential
Savings” and “Feasibility”. Both these,
Savings Potential and Feasibility, are
added to determine which energy aspects
are significant: aspects totaling to more
than 10 are considered significant. The
table below illustrates how the significant
criteria are determined.
Note:
Give 1 mark bonus if Efficiency of
equipment is 90 % or more
Give 2 marks bonus if Efficiency of
equipment is between 89-75 %
Give 3 marks bonus if Efficiency of
equipment is between 74-60 %
Efficiency Rating C Possibility Possibility
for for Usage of
59.99-50%

74.99-60%
Efficiency

Efficiency

Efficiency

Efficiency

Efficiency

in China. WHR-based power plants are A Usage of alternative/

between

between

between

between
90% or
more

50%

Renewable waste
located in Beawar, Rasand Raipur. Energy Energy
Rating D Rating E
Development strategies adopted Less than 0 Easy to 10
Rs 10,000/ implement
for implementing ISO 50001, annum well
Energy Management System established
technology/
method,
Identification of Energy Aspects and very simple
Prioritization changes are
required
• All members of the core team, Less 3 Minor changes 7
than Rs are required
comprising personnel from concerned 1,00,000/ 1 2 3 4 5 2 1
departments such as Process, annum

Mechanical, Electrical, the power Less 7 Major 3

than Rs interventions/
plant,together with a Management 10,00,000/ changes are
per annum required
Representative,conduct an energy
More 10 Technology 0
review (aspect identification and than Rs not available
evaluation) initially. While identifying 10,00,000/ or not a
per annum proven
and evaluating energy aspects, the technology
NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016
Give 4 marks bonus if Efficiency of
equipment is between 59-50 %
Give 5 marks bonus if Efficiency of
equipment is below 50 %
Give 2 marks bonus if there is Possibility
for usage of renewable energy
Give 1 mark bonus if there is Possibility for
usage of alternative / waste energy
The significant aspects are further
examined to determine energy factors,
opportunities for savings and required
investment. Details are recorded in the
register of opportunities (ROP).The above
criteria are used to prioritize among
the opportunities available based on
payback period and use of renewable
energy. An action plan for tackling the
significant aspects based on priority is
drawn up and recorded in the register of
opportunities (ROP). The action plan could
be in terms of an EnMP or check sheet or
work instructions, or a combination of all
these. The delegation of responsibilities
for the action plan is also mentioned in
the ROP. All members of the core team,
comprising personnel from the concerned
departments shall establish an energy
baseline using the information in the
initial energy review, considering a data
period suitable to the organization’s
energy use and consumption. Changes
in energy performance shall be measured
against the energy baseline. Adjustments
to the baseline shall be made in the case
of one or more of the following:
1. The Energy Performance Indicators
(EnPI) no longer reflect organizational
energy use and consumption,
2. There have been major changes to the
process, operational patterns, or energy
systems, or,
3. According to a predetermined method.
Use of Professional Expertise
The plant regularly provides three kinds of
training to their personnel: organizational
needs, functional needs and individual
needs. In FY 2014-15, 1,153 internal
and external training programs were
conducted across all SCL units, totaling
77,179.56 training man hours –a key
highlight of our People Development
Agenda. We are attempting to customize
the training programs based on the
individual learning style of employees in
the coming year. In addition to classroom
training, we also incorporate innovative
and interactive modes of training such as
role plays, theatre, workshops, movies and
case studies to ensure that the sessions
have a higher recall value.
Cross-functional training is an important
aspect of our training sessions wherein
employees are encouraged to work
across departments, learn new skills and
aspire for all-round development. This is
aimed at building a team of people that
comprehends the views of other teams
and is able to address cross-sectorial
challenges.
Steps taken to improve energy
performance and optimize operational
control
• Operational control procedures for
general electrical maintenance
• Operational control procedures for
conservation of energy by optimizing
the use of office lights and air
conditioners
• Operational control procedures for safe
operation of lifts
• Operational control procedures for
energy conservation
• Work instructions for shift in charge
• Work instructions for section in charge
• Work instructions for predictive
maintenance of load center
• Work instructions for preventive
maintenance work instruction of motor,
LRS, GRR
• Work instructions for safe and efficient
operation of lifts.
• Conservation of energy associated with
office lighting and air conditioning
• Conservation of energy associated with
control panel
• Work instructions for CCR operators
during changeover of shift
13
• Work instructions for CCR operators
from CCR control
• To control dust during operation of ESP
• To control hot material from kiln I/L and
O/L during pressurization and normal
operation
• To minimize dust generation while
cleaning during shutdown.
• To minimize dust generation while
cleaning cyclone.
• To control dust generation while
pressurizing raw mill circuit
• To control dust generation while
operating bag filter.
• To minimize power consumption of
various drives during operation.
• To control heat losses during kiln
operation.
• Optimum utilization of resources when
overhauling hydraulic system.
• Optimum use of power and ensuring
safety during operation.
• To reduce consumption of energy
associated with office/site lighting and
air conditioning.
• To conserve energy while operating the
compressor.
Cost-benefit analysis
Implementation of ISO 50001 has
benefitted Shree Cement - cost benefits
for the FY 14-15 are as follows:
• Annual energy cost savings: Rs 40.84
crores
• Cost to implement: Rs 128 crores
• Payback period: 3 years
Keys to Success
Objective of implementing ISO 50001
was to achieve higher levels of energy
efficiency ultimately leading to operational
efficiencies. To align the efforts with
NAPCC under the umbrella of PAT, the
plant implemented the following projects:
• Installation of waste heat recovery
boiler for generation of electricity by
utilizing waste heat from kilns: highest
in India.
 14 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016

Table 1: Journey towards implementing ISO 50001

Activity Responsibility
PLANNING
Prepare Annual Audit Plan covering Shree Management System as a whole. System Coordinator / MR
Auditors independent of their activities shall be nominated at the time of preparing Annual Audit Plan. System Coordinator / MR
The audit program / schedule for a specific period shall be prepared and circulated to all concerned, in System Coordinator/ MR
advance.
Unscheduled (extra) audits may also be planned and carried out in case of: System Coordinator/ MR
 Increased customer complaints
 A change of personnel at the level of departmenthead and above.
 Increased departmental non-conformance
 No progress in Continual Improvement Projects / Objectives
 Specific reports from regulatory bodies
 Reduced customer satisfaction
 External audit reports
AUDIT TEAM
Individual auditor or a team of auditors, as found necessary and sufficient will audit each of the functional Audit Team
areas covered by quality/ environment / energy / OHS system elements. Normally the auditor will be a person
from a sister department who has a general knowledge of the functions in that area. In case a team of auditors
is assigned for any functional areas, one of them shall be nominated Team Leader with the responsibility for
overall management of the audit.
QUALIFICATION AND TRAINING OF AUDITORS
Executives / engineers / officers who are given auditing assignments should be diploma engineersor Mgt. Rep. / System
graduatesat the minimum. They should also be given requisite training which is an internal auditor course Coordinator
conducted in-house, or the lead assessor’s course conducted internally or externally to facilitate quick and
efficient auditing.
PERFORMING AUDITS
The auditors carry out audit of departments/activities to check for compliance and effectiveness of the Concerned Internal
quality system and prepare a report of non-compliance, if any Auditor & Auditee
The auditors also verify deficienciesin previous audits and review the effectiveness of the corrective action Concerned Internal
taken. Auditor
The auditor prepares the audit report in 16:01:00:02.based on his findings recorded in the non-conformance Concerned Internal
report 16:01:00:01. This report is submitted to the system coordinator /concerned department and the auditee Auditor & Auditee
compiles the non-conformities observed during the audit.
Auditor shall also obtain acceptance on the observations, proposed corrective action and time required to Concerned Internal
resolve the non-conformities from the head of the auditee department on each non-conformity report. Auditor & Auditee
The auditee department shall take the necessary corrective action and inform the auditors for verification Concerned Auditee
of action taken.
The auditor shall keep system coordinator / MR informed in respect of the audit by sending a copy of the Concerned Internal
audit report at following stages: Auditor
a) Immediately upon completion of audit
b) After verification of corrective action taken by auditee.
Review the progress of completion of audits once in three months. System Coordinator
Prepare audit summary report and send the same to chairman (IMS-SMS) and MRs for review. System Coordinator
Consolidation of NCRs is prepared and put up to MRs andchairman (IMS-SMS) for review. System Coordinator
Consolidated list of corrective and preventive measures to avoid potentialnon-conformance is prepared with System Coordinator
the consent of concerned officials and put up for review in MRG meeting.

• Installation and commissioning of
secondary crusher to enhance raw mill’s
output
• Enlargement of kiln inlet riser duct
orifice cross section
• Removal of fan inlet dampers at raw
mill and coal mill fans
• Replacement of fuel feeding double • Tipping of raw mill fan impeller to
screw conveyor by direct chute with increase fan flow
a rotary air lock in coal mill circuit 
• • Replacement of existing conventional
Replacement of conventional fuel firing kiln tire cooling fans with high efficiency
blowers by high efficiency Delta blowers fans
• Installation of coalmill rejects • Replacement of conventional fuel firing
recirculation system system by rotor scale
NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016 15

• Installation of high efficiency K-turbo • Installation of VFDs and MVDs for

various applications Mr. P. N. Chhangani
blower for jet air in kiln burner
President (Works
• Elevator load current versus bag filter
• Installation of high efficiency IE-3 type Shree Cement Limited
fan speed control system at clinker
motors.
unloading circuit
• Replacement of conventional lights by
• Louver damper removed from process
LED lights
fan inlet duct
• Replacement of higher rating less
• Plant compressor operation taken
loaded LT motors by low rating high into DCS and interlocked developed Frequent climate change events and
efficiency motors in DCs with cement and packing plant rising GHG emissions levels have made
• Installation of Star-Delta starter operations. it obligatory to take appropriate and
pre-emptive actions. Sensing the future
prospects of energy mix and supply
scenarios, efficient energy management is
Team of Innovators
quintessential.
The team behind the successful implementation of the project were (left to right) - Mr.
SCL is the First Indian Cement Company
Umang Gupta (Sr.Engg. (Energy Management Cell)), Mr Sanjay Singh (Manager (Energy
to adopt BS EN 16001:2009 Energy
Management Cell)), Mr. Sanjay Gupta (Additional General Manager (Quality Control)),
Management System proactively and
Mr. Anil Sharma (General Manager (E & I)), Mr. Santosh Kumar Kumawat (Additional
revised it to ISO 50001 in the year 2011.
General Manager (Electrical)), Mr. Sanjay Chaturvedi (Senior Manager (Secretarial)),
Mr. Vishal Singh (Assistant Manager (Secretarial)), Mr. Vimal Kumar Jain (Assistant Energy efficiency is an ultimate measure
General Manager (Electrical)), Mr. Ankit Nagar (Deputy Manager (Energy Management to combat climate change as it leads
Cell)), Mr. Jayant Jain (Sr.Engg. (Energy Management Cell), Mr. Mohan Singh Rathore to improved process efficiency, cost-
(Assistant General Manager (Mechanical)), Mr. Jagdish Prasad Ameta (General Manager economics and energy conservation
(Process)), Mr. Satish Chandra Maheshwari (Vice President Operations (Management)), which ultimately reduce the GHGs
Mr. Arvindkumar Patil (General Manager (Development)), Mr. Ramesh Kumar Sharma emissions, and this is what SCL has been
(Deputy General Manager (Process)), Mr. Abhay Prakash Sharma (Assistant General doing since its inception.
Manager (Electrical)), Mr. Pawan Kumar Sharma (Senior Manager (Civil)) and Mr. Piyush
Singh Brijvasi (Assistant Officer (Environment)) 
 16 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016
Energy Management System Implementation
JK Lakshmi Cement Ltd. – Sirohi (Rajasthan) Plant
– Mr. P. L. Mehta, Sr. Vice President (Works)& Unit Head, JK Lakshmi Cement Ltd. – Sirohi (Rajasthan)
Introducing the Plant
JK Lakshmi Cement Limited, located in
district Sirohi (Rajasthan) and established
in 1982, is a member of JK Organization,
which is one of the largest industrial
groups in India. JK Lakshmi Cement was
one of the first Indian cement companies
to acquire ISO 9000 in June, 1994 for its
quality assurance system. At present,
JK Lakshmi Cement is ISO 9001, ISO
14001, ISO 50001 and OHSAS 18001
certified, and its testing laboratory is also
accredited by NABL. JK Lakshmi Cement
is one of the most modern dry process
cement plants in India, and adheres to all
applicable statutory regulations.
Development strategies adopted
for implementing ISO 50001,
Energy Management System
Development phase:
•
JKLC established, documented,
implemented and maintained an
EnMS and is committed to improving
its effectiveness in accordance with
the requirements of ISO 50001:2011. It
aims to lead reductions in greenhouse
gases emissions, and also reduce
other environmental impacts and
energy costs through a systematic
management of energy.
• Top Management: Senior Vice
President (Works),the Unit-Head is the
Top Management in the organization
and committed to the EnMS and
improving its effectiveness. The Unit
Head enunciated an energy policy
which is required to be followed by
everyone in the organization.
• EnMS Team Leader/Management
Representative: The Unit Head
had appointed a Management
Representative, the EnMS team leader
for the energy management systems;
he is responsible for and has the
authority to ensure that the EnMS is
established, implemented, maintained
and continually improved in accordance
with ISO 50001:2011.
• Energy Planning – general: An
energy plan consistent with the
energy policy had been drawn up
and documented. This emphasized
activities that continually improve
energy performance and therefore
involved a review of all activities within
the organization with the potential to
affect energy performance.
• Energy Review: A procedure to record
and maintain an energy review via
periodic audits was established: the
procedure defined the methodology
and criteria for the review.
• Review, Analysis and Planning –
Energy Baseline: Based on the output
of the initial energy review, and taking
into account data for the last two years,
an energy baseline was arrived at.
Changes in energy performance were
to be measured against this baseline.
• Energy Performance Indicators
(EnPIs): Appropriate energy
performance indicators (EnPIs)
were identified and were linked to
operational performance parameters
such as energy used/ton of finished
product. These are reviewed regularly
compared and updated,each month, to
the energy baseline.
• Energy Objectives, Energy Targets
and Energy Management Action
Plans: Documented energy objectives
and targets were established for
relevant functions, levels, processes
and facilities. While establishing and
reviewing objectives and targets, legal
and other requirements were taken into
account as were significant energy uses
and opportunities to improve energy
performance.
• Financing: Consideration was also
given to other factors such as financial,
operational and business conditions,
technological options and the views
of stakeholders. Documented Energy
Management Action Plans (EnMPs)
were established, implemented
and maintained with updates at
defined intervals. The plans included
designation of responsibility, stating
how and when individual targets were
to be achieved, a statement of the
methods by which improvements in
energy performance would be verified,
and a statement of the methods to be
used for verifying the results.
• Duration: It was estimated that
establishing the EnMS would take 18
months while the actual time taken was
17 months.
Use of Professional Expertise
•
Competence, training and
Awareness: All personnel working in
areas that were part of the EnMS were
trained for the purpose – needs were
identified and training on operation
of the EnMS was provided. Associated
records, such as those evaluating the
effectiveness of actions, are maintained.
• Communication: The senior
management established processes
for communicating information about
energy performance and the EnMS.
Internal communications were carried
NEWSLETTER
out through formal meetings, internal
circulars, letters, notice/display boards,
the internal mail system, training
programs (including those for Energy
Policy), the internal magazine (Lakshmi
Darpan), open forum meetings, daily,
weekly meetings, safety committee
meetings, cross functional teams, and
quality circles. Any person working
for, or on JKLC’s behalf could comment
upon or suggest improvements to
the EnMS. Suggestions/comments
received from internal personnel were
documented, reviewed and action
taken.
• Employee Engagement: Employees
at different levels and from different
functions were encouraged to
participate in the EnMS activities
through a suggestion scheme, a forum
of quality circles, and cross-functional
teams belonging to different sections
of the plant. Such employees were
nominated for internal and external
training programs, and were deputed
to visit other cement plants to see best
practices implemented there.
• Professional Expertise: Energy
professionals and experts were called in
from agencies such as the NCCBM, CII,
and also from BEE-accredited energy
auditors/BEE empanelled energy audit
ISSUE-6, SPECIAL EDITION-ENMS 2016
firms to engage the personnel in EnMS
activities.
Steps taken to improve energy
performance and optimize
operational control
Approach used to determine the
energy performance improvement and
verify the results:
Monitoring, Measurement and Analysis: A
system for monitoring, measuring, recording
and analyzing the key characteristics
determining energy performance at
specified intervals was established.
These key characteristics included:
• Significant energy use and other
outputs of energy review;
• Relevant variables related to significant
energy use;
• Energy Performance Indicators (EnPIs);
• Effectiveness of the action plans in
achieving objectives and targets;
• Evaluation of actual versus expected
energy consumption.
An energy measurement plan was
defined and implemented, which
included utility meters, monitoring and
measurement systems connected to the
energy measurement software system.
17
Internal Audit of the EnMS: Internal
audits are conducted once in six
months to ensure conformance to the
ISO 50001:2011 requirements, and that
the EnMS is effectively implemented,
maintained and is improving energy
performance.
Operational Control:
It was ensured that operations and
maintenance activities related to
significant energy use and consistent with
the energy policy, objectives, targets and
action plans, are identified. Conformance
with specified conditions was ensured by:
• Establishing and setting criteria for
effective operation and maintenance
of areas of significant energy use,
where deviations could affect energy
performance significantly;
• Operating and maintaining facilities,
processes, systems and equipment, in
accordance with operational criteria;
• Appropriate communication of the
operational controls to personnel
working for, or on behalf of, the
organization.
• Making available/displaying written
work-instructions for a specific process
or procedure.
Energy performance shall be included
in determining how JKLC will
procure equipment and also react to
contingencies, emergencies or disasters.
Cost Benefit Analysis
The implementation of various energy
saving measures achieved a total energy
cost saving of Rs 903 million, with an
investment of Rs 2832 million and an
average payback period of 38 months.
Challenges
As all the employees were well versed
with the other management systems
already in place (ISO 9001, ISO 14001
and OHSAS 18001) the implementation
of ISO 50001 was smooth. However, the
involvement and education of bottom
 18 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016

consumption patterns.
• Improvements in operational
efficiencies possible; different approach
developed towards maintenance and
procurement procedures.
• Improvement in the awareness of
issues related to energy consumption
and conservation among employees as
well as other associates.
• Helped to minimize wastage of energy.

Significant Achievements at the end of

PAT (Perform, Achieve and Trade) Cycle-1:
• Overall energy performance improved
from 877 kCal/kg of major product to
747 kCal/kg of major product in PAT
Cycle1.

line workmen was a challenge which was
met by regular and effective training by
internal and external resource persons.
Overall benefits achieved
• A structured platform for energy
consumption, energy conservation
and energy management activities was
made available.
• An easy approach to identify and
prioritize major energy consuming
activities and equipment was put into
place
• Close monitoring of high energy
consuming processes made possible
and also the development of a
mechanism for providing information
about any change in energy
• Thermal energy intensity reduced from
759 kCal/kg of clinker to 704 kCal/kg of
clinker.
• Overall electrical energy intensity
reduced from 81 units/tonne of cement
to 74 units/tonne of cement.
• Up to clinkerization, electrical energy
intensity reduced from 55 units/tonne
of clinker to 49 units/tonne of clinker.

Chinese VRM

Kiln-1 upgradation Hot-Air Recirculation Duct IKN Cooler

NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016 19

• Achieved total energy cost saving of Rs System), 7.56 to 90.62 Million units/
903 million, with an investment of Rs annum. Mr. P. L. Mehta
2832 million and an average payback Sr. Vice President
• Reduction in CO2 increased, from
period of 38 months. (Works) & Unit Head
2.6 kg CO2/ton of clinker to 24.56 kg
JK Lakshmi Cement
• Achieved CO2 reduction, from 915 kg CO2/tonne of clinker, on account of
Limited, Sirohi
CO2/tonne of clinker to 891 kg CO2/ increased generation of green energy,
(Rajasthan)
tonne of clinker. through WHRS.
• Increased generation of green energy, • Pictures of the projects implemented
through WHRS (Waste Heat Recovery
EnMS-50001 has helped us a lot to
achieve PAT (Perform Achieve & Trade)
Targets by implementing best practices,
Team of Innovators
involving our team members at all levels,
The team behind the successful implementation of the project were (Front row; Left ensuring periodic reviews, identifying
to right): Mr. Alok Kumar Gupta (Dy. Gen. Manager (Geology)), Mr. Nikesh Mittal (Sr. opportunities for improvement &
Manager (Elect)), Mr. Shobha Ram (Sr. Manager (Elect)), Mr. Vivekanand B K (Dy. Gen. executing our action plans as per set
Manager (DG-PH)), Mr. N K J Panchal (Dy. Gen. Manager (Elect)), Mr. B B Wadhawan timelines.
(Vice President (Engg)), Mr. Ajay Sharma -Dy. M. R. (Gen Manager (Process – CM)), Mr. S.
K. Gupta (Dy. Gen. Manager (Mech)), Mr. Rajpal Singh Shekhawat (Gen Manager 
(Process)); (Second Row-Left to Right):Mr.P K Kabra (Sr. Manager (Mech)), Mr.
Hemant Shrimali (Manager (DG-PH)), Mr. Umesh Gupta (Manager (Instrumentation)),
Mr. R K Mishra (Manager (QC)), Mr. C. P. Taparia (Sr. Manager (Mech)) and Mr. Pankaj
Tiwari (Dy. Manager (Process)).
 20 NEWSLETTER
Energy Management System Implementation
Raymond Limited, Jalgaon Unit
Introducing the Plant
The Jalgaon Division of Raymond Ltd. was
established in 1979 with a manufacturing
capacity of 79 lakh meters per annum,
of worsted suiting. The worsted division
manufactures worsted suiting fabric with
polyester-wool and polyester-viscose
blends.
Strategies adopted for
implementing ISO 50001,
Energy Management System
Development phase
• The top management is committed to
establishing the EnMS system because
of its direct effect on operation costs.
This is encouraged by providing
separate funds, and involving the heads
of each department, who decide issues
related to EnMS implementation and
use available resources.
• An energy team was formed comprising
young and energetic members together
with experienced members. Each team
member’s responsibility was clearly
defined, as were timelines.
Figure 1: Electricity and Production in the plant
ISSUE-6, SPECIAL EDITION-ENMS 2016
– Mr. Sanjay Bokare(Dy.GM Engg.), Raymond Limited, Jalgaon Unit
• The team identified current energy
sources, evaluated past and present
energy use and consumption. Based on
this, analysis areas of significant energy
use were identified. Also identified
were the facilities, equipment, systems,
processes and personnel working for,
or on behalf of, the organization that
significantly affect energy use and
consumption. Other relevant variables
affecting energy use significantly were
also identified.
• Estimates of future energy use and
consumption were also drawn up;
opportunities for improving energy
performance were identified, priorities
listed and recorded. Based upon the
energy review, an energy baseline for
each SEU was set as was also a target
for each department.
Use of Professional Experience:
A professional was hired to guide
personnel and implement EnMS 50001. He
provided training customized to the level
of the employee and made them aware of
the EnMS system and how to implement
it. An Idea Box has been set up in every
department to collect suggestions from
shop floor workers, with the best
suggestion of the month being awarded,
so as to encourage the workmen. At
middle level, there is a monthly meeting to
assess whether the EnMS system has been
implemented effectively.
Tools and resources
The plant was guided by a BEE-certified
energy auditor. Help was sought from
external experts to implement ISO
50002:2014, ISO 50003:2014, and ISO
50004:2014. ISO 14001:2008 was a very
handy tool in the implementation of the
EnMS system.
Steps taken to maintain
operational control and
sustain energy performance
improvement
The plant listed some Critical Operating
Parameters (COPs) for each department and
monitor these parameters continuously;
the COPs are prominently displayed in
each department. Specific consumption in
the plant was monitored each day.
Approach used to: 1) determine whether
energy performance improved, and, 2) to
validate results
1. Monitoring of specific energy
consumption of each department.
2. Monitoring of plant’s monthly power
consumption.
3. Monitoring of efficiency and machine
utilization.
4. Measurement of power consumption
using energy meters installed in each
area.
5. Recording of daily production.
NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016 21

Table 1: Analysis of Actual v/s Expected and Target Saving

Month UOM Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16
Actual Electricity kWh/month 189399 193937 199101 210850 120750 96510 103524 82843 110501 102777 0
Production Kgs 129991 118895 115672 128843 122189 111384 125037 95046 127049 120287 0
Var 1   0.00 0.00 0.00 0.00 0.00 0.00 0 0 0 0 0
Var 2   0.00 0.00 0.00 0.00 0.00 0.00 0 0 0 0 0
Var 3                        
Expected consumption kWh 150923 139270 135886 149717 142729 131383 145720 114225 147833 140732 14413
Savings Actual kWh/Month -38476 -54667 -63215 -61133 21979 34873 42196 31382 37332 37955 14413
Cumulative kWh -38476 -93143 -156359 -217491 -195512 -160639 -118443 -87061 -49729 -11773 2640
Target consumption kWh 149413 137878 134527 148220 141302 130069 144263 113083 146355 139325 14269
savings kWh/month -39986 -56060 -64574 -62630 20552 33559 40739 30240 35854 36548 14269
savings kWh -39986 -96045 -160619 -223249 -202697 -169138 -128400 -98160 -62306 -25757 -11488
CUSUM
% Variance   -25 -39 -47 -41 15 27 29 27 25 27 100

Cost-benefit analysis:
Project Annual Annual Initial Payback in
energy savings cost months Mr. Sanjay Sharan
savings (kWh) (lacs) (lacs)
Sr. Director (Works)
1 Converting chiller plant into 120000 10.2 30 35.29
Raymond Limited,
normal humidification plant
Jalgaon Unit
2 Replacing 10 TPH boiler into 6   208 tonnes of 52 60 13.85
TPH boiler coal
3 Installing VFDs in treated water 17184 1.46 1 8.22
pump
4 Replacing fluid coupling motor 8592 0.73 1.5 24.65 ISO 50001 is a very handy tool to reduce
with energy-efficient motor along
with drive
production cost by implementing various
energy measures.
5 Replacing conventional 661305.6 56.21 21 4.48
tubelights with LEDs

Lessons Learned
1. Energy cost is playing very vital role in manufacturing process.so we need to use
energy efficiently.
2. Use of Energy efficient equipment should be our focus.

Team of Innovators
The team behind the successful implementation of the project were Mr. Bhupender
Rajput (Dy. Manager), Mr. Milan Rana (Executive), Mr. Inder Pal Singh Kohli (Executive)
and Narendra singh Rathore (Executive).
 22 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016
BEE’s Financing Initiatives
India’s objective of attaining sustainable
economic growth is directly related to
the efficient management of its energy
resources. The Government of India
is implementing a large number of
programmes addressing the country’s
economic challenges: closely linked to
these is bridging the gap between the
demand and supply of energy: energy
efficiency has a vital role in this role to
bridge the gap between the demand
and supply of energy. In June 2008,
the Government of India released the
National Action Plan on Climate Change
(NAPCC) with the objective of achieving
a sustainable path of development
advancing both, economic and
environmental objectives. The National
Mission for Enhanced Energy Efficiency
(NMEEE) is a key component of the NAPCC,
under which the Ministry of Power and
BEE have launched the Framework for
Energy Efficient Economic Development
(FEEED), and Energy Efficiency Financing
Platform (EEFP).
The BEE has constituted two funds under
the FEEED, the Partial Risk Guarantee Fund
for Energy Efficiency (PRGFEE)and Venture
Capital Fund for Energy Efficiency (VCFEE)
to bridge the gap between demand and
supply of capital investment in energy
efficiency projects.
The PRGFEE is a risk-sharing mechanism
to provide financial institutions (banks
and NBFCs) with a partial coverage of risk
in extending loans for energy efficiency
projects. The guarantee will not exceed
Rs. 10 crore per project or 50% of the
loan amount, whichever is less. The
Government of India has approved Rs.
312 crore for the PRGFEE covering the
following sectors: government buildings,
private buildings with commercial or
multi-storey residential accommodation,
– Ms. Vineeta Kanwal, Assistant Energy Economist, Bureau of Energy Efficiency
municipalities, SMEs and industry. The
Ministry of Power has a constituted a
supervisory committee to monitor the
implementation of the PRGFEE. The BEE
appointed an Implementing Agency (IA),a
consortium comprising RECPDCL-REC-
EESL,toope rationalize the PRGFEE, in July
2015. Many public and private sector banks
have shown an interest in this programme
with Yes Bank signing a charter with BEE in
2015 to this effect. IDFC Bank, Tata Clean
tech Capital Ltd., and Andhra Bank have,
so far, been empanelled by BEE.
BEE and Implementing Agency have
prepared the Operations Manual for
the PRGFEE and created a pipeline of
few projects to be covered under this
guarantee mechanism. PRGFEE rules were
notified by the Ministry of Power (MoP)in
May 2016.
The Venture Capital Fund for Energy
Efficiency (VCFEE) is a fund to provide
equity capital for energy efficiency
projects. A single investment by the fund is
not to exceed Rs. 2 crore. The Fund provides
last mile equity support to specific energy
efficiency projects, limited to a maximum
of 15% of the total equity required,
through Special Purpose Vehicles, or Rs.
2 crore, whichever is less. Sectors covered
under VCFEE are government buildings,
private buildings and municipalities.
The Government of India has approved
Rs. 210 crore for this Fund. The MoP has
constituted a Board of Trustees for VCFEE
and the trust was registered on 7th July
2015. The BEE has already identified
SIDBI as the Fund Manager for VCFEE; the
notification of VCFEE rules bythe MoPis
underway.
In a recent market survey of ESCOs being
carried out by USAID-PACE-D team for
energy efficiency projects in 2014-16,it
has been estimated that there is a debt
requirement of Rs. 450 crore and an equity
requirement of Rs.185 crore for energy
efficiency projects.
The Energy Efficiency Financing Platform
(EEFP) is an important initiative under
NMEEE whose objective is to provide a
platform for interaction with financial
institutions and project developers to
implement energy efficiency projects. As
part of this programme, MoUs have been
signed with financial institutions to work
together for developing energy efficiency
market side ntifying issues related to this
market development. The BEE is signing
MoUs with M/s. PTC India Ltd, M/s. SIDBI,
Tata Capital, and IFCI Ltd to promote
financing for energy efficiency projects.
In 2015, BEE signed an MoU with the Indian
Banks’ Association for training programs
on energy efficiency financing for
scheduled commercial banks. This training
program was launched in June 2015 and
two training-of-trainers workshops were
held in June 2015. During the launch of
this training programme the BEE released
a booklet entitled, “Success Stories for EE
Projects Financed in India” and a “Training
Manual for Energy Efficiency Financing in
India”. This booklet containsan account
of 50 success stories related to energy
efficiency projects financed by SDBI and
covers 20 industrial sectors across the
country. In National Energy Conservation
Awards 2015, two new categories for
FIs and best business models were also
introduced to encourage financing in the
energy efficiency sector.
These financing tools for promoting
energy efficiency projects under NMEEE
will assist India in its commitment to the
Paris Climate Change Agreement signed in
December 2015.
NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016 23

Technology gap assessment of the Pulp and Paper Sector and the
scope for UK technology suppliers in this industry
– Dr. B. P. Thapliyal, Scientist F and Head, Central Pulp & Paper research Institute

In India, six hundred pulp and paper
manufacturing plants produce 14.99
million tons of paper against an installed
capacity of 19.27 million tons. This
accounts for 3.7% of the global paper
production. The Indian paper industry has
a highly fragmented structure consisting
of small, medium and large paper mills
with capacities ranging from 10 to 1500
tpd, and using mostly wood, agro residues
and recycled waste paper for raw material.
The industry is growing at a rate of 8% per
annum, due to a demand for paper and
paper board.
The Indian paper industry mostly produces
writing/printing, newsprint, as well as
industrial grade paper. Of the total
production of 14.99 million tons of paper/
paper board and newsprint, 35% is writing
and printing paper; 55% is packaging paper,
and 10% is newsprint. Certain special kinds
of papers such as security and cheque paper
are imported. The writing and printing
grades of paper,mostly the uncoated
varieties, cream wove, maplitho and
branded copier, are made mostly from wood-
based raw materials, with agro and recycled
waste paper being used as raw material for a
small portion. Industrial paper, classified into
kraft paper, white board, machine glazed
(MG) poster, duplex board and grey board, is
largely produced by the small- and medium-
sized recycled waste paper and agro-based
mills. Newsprint grade paper is made by
mills which use mostly recycled waste paper
as raw material.
The level of technology used in the three
segments of industry (in terms of the raw
material used: wood, agro and recycled
fibre-based) varies. The agro and recycled
paper mills still use conventional processes
which are obsolete by international
standards, and have not attempted to
improve their methods. However, the
wood-based mills have upgraded the
technology used to improve paper quality
and reduce pollution load. In order to
solve many problems the industry faces,
it is necessary to modernize the processes
involved in paper manufacture; the
technology currently in use lags behind
that used in the rest of the world by about
30 years.
Steps aimed at filling the gaps in
technology should be taken up in wood,
agro- and recycled fibre-based paper mills
through a structured technology support

Table 1: Comparison between India and the world in terms of basic inputs to paper production
Industry Group Particulars Global Consumption Current Indian Industry Benchmark
Industry (best practice)
Consumption
Wood-based mills Raw material, t/t paper** 1.8 - 2.0 2.2 - 2.4 Upto 2.0
Power, kWh/t paper 1000 - 1100 1400-1500 1200
Steam, t/t paper 7-9 12 – 13 9.0
Water, m3/t paper below 50 Upto 100 75
Agro-based mills Raw material, t/t paper NA 2.6 – 2.8 2.3
Power, kWh/t paper NA 1200 – 1400 1100
Steam*, t/t paper NA 12- 14 (CR) 10 (CR)
8-10 (NCR) 7 (NCR)
Water, m3/t paper NA Upto 120 Upto 100
Recycle Fiber Raw material, t/t paper 1.1 1.1- 1.2 Upto 1.1
(RCF)-based Power, kWh/t paper 500 450 – 550 400
mills producing
Steam, t/t paper 2.5 4–5 3.5
unbleached grades
Water, m3/t paper 5.0 – 7.5 Upto 30 Upto 20
RCF-based mills Raw material, t/t paper 1.2 - 1.25 1.2 - 1.4 Upto 1.2
producing bleached Power, kWh/t paper 600 - 650 680 – 800 570
grades
Steam, t/t paper 4.0 - 4.5 6.0 – 7.0 5.0
Water, m3/t paper 10 -15 Upto 50 Upto 35
Source: Industry Associations data
NA – industry data not available
* Agro-based mills are classified on the basis of the method of chemical recovery used: conventional (CR); and, non-conventional (NCR).
**Raw material is measured in terms of bone dry weight
24 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016

Table 2: Practices in Indian mills compared with practices in developed countries

Practices used in India Modern technological practices in developed countries
Raw Material Preparation
• Chipping of wood & bamboo: Disc/drum chippers used • De-barking of raw material
• Cutting of agro residues: Straw cutters • Mechanized harvesting and baling
• De-pithing of bagasse: Conventional methods • Efficient de-pithing of bagasse
Pulping
• Pulping of agro residues: Spherical Rotary Digesters and • Continuous Digesters used
Continuous Pandia Digesters used employing soda pulping • Energy-efficient super batch process
process. • RDH pulping using sulphate process andsulphite process
• Pulping of wood & bamboo: Pulping is by sulfate process. • Efficient blow-heat recovery
Stationary Batch Digesters largely being used. Only two mills • Oxygen de-lignification
have continuous Kamyr digesters; and one mill has RDH pulping
process.
• Higher kappa number
Brown Stock Washing
• Poacher washers used in small mills based on agricultural residue • Ultra filterssuch as double wire belt washers, twin roll washers
and waste paper. and diffuser washers used.
• Countercurrent washing is employed in other mills using rotary
drum vacuum filters.
• Chemi washers have been installed in only two mills.
Bleaching
• Hypochlorite bleaching in small mills. • Total Chlorine Free (TCF) process incorporating bleach enzymes
• Bleaching in medium and large mills is conventional: CEH, CEHH, O-Z-Q-P
CEoHH (C-Chlorine, E-Extraction, H-Hypochlorite, Eo- Oxidative O-Z-Q-P-X
Extraction). O-X-Z-Q-P
• Chlorine dioxide bleaching practiced only in 5 mills. O-A-EoP-P/ O-Q-EoP-P
• Ozone bleaching practiced only in one mill O-A-Z-P
• Elemental Chlorine Free (ECF) process incorporating enzymes
ODED
OC/ DEoDED
(C-Chlorine, E-Extraction, H-Hypochlorite, O-Oxygen, Z-Ozone,
Q-Chelation, P-Peroxide, D-Chlorine dioxide, A-Acidification)
Chemical Recovery
• In evaporation streammost large mills have Long Tube Vertical In the area of chemical recovery the state-of-the-art technology
(LTV) type evaporators; two mills still have Short Tube Vertical involves:
(STV) evaporators, followed by Direct Contact Evaporator (DCE) • Inclusion of 7 effect plate-type falling film evaporators and
which are environmentally incompatible as it is difficult to Vapour Compression Evaporation for higher steam economy and
achieve high solids concentration with DCEs. low steam consumption.
• Some of the mills have incorporated Falling Film (FF) type • Inclusion of thermal treatment in the evaporator street to
finisher effects. achieve higher solids concentration.
• In the area of recovery boiler, the mills are equipped with • Adoption of large capacity single drum boiler with continuous
Tomlinson boilers with double drum technology. The problem of blow down.
silica in black liquor is a major problem in chemical recovery. No • Rotary lime kilns with pre coat filter for mud filtration.
mill uses black liquor desilication. • Desilication of silica-rich black liquor
• Use of furnace oil in the lime kiln • Incorporation of non-process elements (NPE) removal system
• Efficient lime re-burning
• Use of producer gas and biogas from waste biomass in the Lime
Kiln
• Incineration of non- condensable gases(NCG’s) in the Lime Kiln
for reduced emission of sulfur compounds
Stock preparation
• Poor fibrerecovery • Efficient fibre recovery through sedimentation and floatation
• White water recycling technology
• No/little automatic control in stock preparation section. • Fully closed loop with minimum fresh water use
• Improved automation
NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016 25

Practices used in India Modern technological practices in developed countries

Paper Machine
• Slow machines with small deckles hence low production rate. • High speed (averagespeed of the best paper machine in world) is
• Open head box without CD profile control system. twice that of India’s best.
• Fourdrinier wire section with low retention resulting in poor • Wider paper machine deckle
paper formation. • Eco-friendly biocides
• Single nip presses • Efficient filler andfibre recovery
• Open hoods without heat recovery system. • Efficient condensate recovery
• Large steam consumption and low condensate recovery from • Modification of Head Boxes, modification of Forming section and
dryers. high speed print formers,
• No auto control system. • Improved press configuration using nip presses and closed draw
• Hardnip calendars. system
Environmental Management
• Effluent treatment employing conventional ASP Process: Difficult • Efficient recycling and reuse of water using Kidney technologies
to achieve desired pollution norms • Bio-remediation of color, COD and Adsorbable organic halogens
• Gaseous pollution (NCGs) (AOX) from paper mill effluent employing developed microbial
consortia- pilot testing.
• Incineration of NCGs
Recycled Fibre – Biodeinking
• Large quantities of deinking and bleach chemicals used • Savings in deinking and bleach chemicals
• Low toner ink removal • Improved drainage rate, thereby productivity
• Drainage rate • Improved product quality through:
• Brightness Gain in brightness
• Stickies Reduction in stickies
• Dirt Count Reduction in Dirt Count
• High ERIC values Low ERIC values
• High BOD and COD • Reduced pollution load in terms of BOD and COD

Enzymatic Refining of Pulp

• Refining energy • Reduction in refining energy
• Drainability • Improved drainability

programme. The programme should aim to improve the competitiveness of industry by acquiring state-of-art technologies. This can
be achieved by:
• Identifying and marketing appropriate technologies
• Acquiring proven technology of UK origin/design and drawing.
• Contractual R&D activities leading to technology upgradation of the units.

The aspects that such a scheme should cover are:

• Raw material upgradation
• Resource conservation
• Product quality
• Process improvement
• Energy conservation
• Environmental compliance
• Research and development for adoption of technologies in Indian mills.

The projections for growth upto 2025-26 are very encouraging and prospects for introducing appropriate UK technology via suppliers
into the Indian paper industry are bright.
 26 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016

Interventions of ESCO-based Steam Supply Services in a Process

Industry - the Success Story of Kaleesuwari Refinery (KRPL)
– Mr. Pprakash Vankani, Director, GSH Energy Services Private Limited

Kaleesuwari Refinery Private Limited
(KRPL), popularly referred to as Kaleesuwari
is one among India’s largest FMCG brands
and has also managed to makea mark
in a few international markets such as
America, Europe, the Middle East and Asia.
The refinery produces edibleoils as also
oils for home care, personalcare and for
use in baking confectionery. There are four
major manufacturing facilities across the
southern states backed by state-of-the-art
refining technology and processes from
Desmet Ballestra, Belgium.
Intervention of GSH
GROUP in Thermal Energy
Supply
Considering the challenges involved in
fulfilling their thermal energy needs, KRPL
decided to outsource the operations and
maintenance of their thermal utilities so
as to enable a sharper focus on their core
activities such as innovations in processing,
launching a wider variety of products, and,
maintaining an uncompromised quality
standard.
such as coal procurement, operations
and maintenance of boiler and related
auxiliaries, water treatment and waste
disposal.
• Cost of steam indexed with price of coal
based on prevailing market situation.
• Guaranteed supply of steam @ 14 ± 0.5
kg/cm² and 180 °C, and mass flow rate
as desired.
• Uninterrupted steam supply throughout
the day and year (excluding annual
maintenance hours).

This is a case study of the KRPL unit located
at Medavakkam, Chennai, and looks at
their unique and innovative Energy Saving
Company (ESCO)contract approach for
effectively and efficiently meeting the
need for thermal energy.
Nature of Energy Use –
KRPL Chennai
The Chennai unit of KRPL is considered the
mother unit and is highly energy in tensive.
Electrical energy is sourced from the State
Electricity Board while thermal energy
is generated in-house using a coal-fired
boiler. Coal-fired thermic fluid heaters are
also used to meet any high temperature
heating process requirements.
Challenges Encountered
with respect to in-house
The GSH Group, with their domain • Replacement guarantee for boiler and
associated equipment throughout
expertise in the operation of thermal
the period of the contract. Onsite
utilities was a natural choice for this work,
maintenance of all the equipment.
for KRPL.
Duration of the contract 7 years from
GSH Group PLC,a renowned US- and the signature of the contract and
UK-based multinational company in the extendable by 5 years.
field of facility and energy management • All assets of the thermal utility leased to
evolved the concept of steam supply GSH Group for the term of contract.
service through ESCO contracting.
Unique Strategies Adopted by GSH
GSH has articulated a unique ESCO model
in the Indian context. The model is a blend To fulfil the contract responsibilities and
of GSH’s international experience and commitments, GSH adopted innovative
exposure as well as the specific requirement engineering and managerial techniques.
of Indian industries. In essence, the end- These are described below.
to-end responsibility of steam generation i. Fuel Procurement
would be taken care of solely by the GSH GSH set up an exclusive Procurement
Group with payment being made on a Division to look after the economic and
pre-agreed unit cost of
steam. Figure 1: ESCO Steam Supply Model at KRPL, Chennai
Steam Pressure @ 14 kg/cm2

Thermal Energy Generation Salient Features

KRPL Scope: KRPL, Chennai Charged based on pre
1. TNEB POWER SUPPLY 5. DOZER FOR FUEL HANDLING & temperature 180 oC Unit agreed Rs / kg against
2. DG SOURCE 6. WATER TANKER
3. RAW WATER 7. COMPRESSOR – 1 actual consumption

of Steam Supply 4. 16TPH BOILER WITH AUX 8. COAL STORAGE YARD Steam Flow Meter consumption

The current set up for supplying thermal Services via ESCO

Water Treatment
Plant

energy involves the deployment of Route Coal Fired

technically qualified manpower as also top Boiler

management for day-to-day activities such The salient features of Stack With
Monitoring System
Ash Handling System

as procuring coal of the right quality,its the steam supply model GSH Scope:
1.
2.
MANPOWER
FUEL

are listed below.

3. TREATED WATER
Coal
storage, handling, utilization, operation and
4. CONSUMABLES
5. SPARES Handling
6. O&M OF BOILER

maintenance of the boiler and it sauxiliaries. • GSH to take entire KR

PL
Bo

Stringent statutory and environmental responsibility of un

da
ry
compliance by the company call for close steam generation Coal Procurement GSH Boundary
Coal Storage
monitoring and prompt action. including aspects Figure 1 ESCO Steam Supply Model at KRPL, Chennai
NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016
technical aspects of the procurement
process. The Division ensured the availability
of coal as well as its adherence to pre-
defined fuel characteristics such as moisture
content, size, calorific value, caking index.
ii. O & M Methodologies
GSH, as a domain expert in utility
operations and maintenance,has adopted
a systematic and meticulous approach to
the execution of this service with a team
of qualified engineers and technicians.
Improvements continue in areas such as
fuel storage and handling, fuel and water
monitoring tests with well-established
laboratory facilities, improved water
quality through effective treatment,
and,by methodical operations in the
thermal, mechanical and electrical utilities.
The technical team is supported by skilled
technical staff and often trained by a team
of technical experts and specialists.
iii. Advanced Automations and
Instrumentation Controls
GSH has invested a considerable amount
of capital in upgrading the metering
and monitoring methodologies and are
thus able to identify bottlenecks in day-
to-day operations and eliminate the
wastage of resources such as coal, water,
electricity, etc. Some notable changes
were the installation of online combustion
monitoring software, EffiMax 3000 (a
product of Forbes Marshall), and remote
energy monitoring software, GSH EMS (a
product of GSH), (shown in Figures 2 and
3) to monitor energy use and facilitate
maintenance of desired efficiency levels.
Figure 2: EffiMax 3000 Online Combustion Monitoring Tool
iv. Energy Efficiency
The main goal of this ESCO model is to
fulfill the thermal energy demand of KRPL,
Chennai, by enhancing the efficiency
of energy use without compromising
on environmental norms. The energy
efficiency of steam generation is enhanced
through the necessary audits and
periodical reviews by the team of energy
experts led by a specialized arm of the GSH
Group. Different ways in which energy
efficiency was increased and some areas of
the utility where these improvements took
place are listed below.
 Efficient coal stacking and conveying.
 Control of coal fines by monitoring
quality and characteristics before feed.
 Oxygen trim control (maintained at 4 to
5%).
 Reducing radiation losses by cost-
effective insulation.
 Minimizing air ingress.
 Recovering condensate to maximum
possible extent thereby increasing feed
water temperature and conserving
resources.
Benefits of ESCO Model
on Energy, Economy and
Environment
This ESCO contract commenced in April
2015 and continues to operate successfully.
Benefits of the venture are detailed below.
Reduction in coal consumption
 delivered.
maintaining a steam-to-coal ratio not
Figure 3: GSH EMS Online Energy Monitoring Tool
27
less than 5 kg of steam/kg of fuel.
 Increased profitability, since energy
efficiency is the only profit margin
factor for the GSH Group.
 Uninterrupted supply of steam with the
desired parameters, hence increased
productivity and nil downtime.
 Sharper focus by KRPL team on their
core activities such as production
and quality enhancement to increase
competitiveness in the market.
 Reduction in operating costs because
of improved energy efficiency and
enhanced maintenance.
Watch by GSH on subsidies,

environmental standards, CO2 quota
management, hygiene and safety, etc.
Summary
The scheme to supply steam through
the ESCO route proved to be a
success allowing the reaping of
substantial financial, organizational and
environmental benefits. The success of
this ESCO model can be attributed to the
unique work culture of the GSH Group and
the extraordinary organizational support
provided by the Kaleesuwari Group. The
success of the ESCO model is also evident
from the fact that a similar contract(ESCO-
baseds team supply service at the KRPL,
Palani Unit) was offered to the GSH Group
by the Kaleesuwari management,an
acknowledgement of the excellent service
 28 NEWSLETTER ISSUE-6, SPECIAL EDITION-ENMS 2016
KEP JOURNEY IN LAST ONE YEAR
Sector-Specific Best Practices Workshops to Promote Energy Efficiency
KEP has so far organized sector level workshops for all PAT sectors of the first cycle and has now initiated the sectoral best practice workshops for the second
PAT cycle. So far cement, textile and aluminium best practice workshops have been organized for the second PAT cycle. The distinctive feature about these
workshops is that they are able to secure diverse stakeholder participation and promote peer to peer learning through exchange of best practices and
technology exhibition.

Fertilizer workshop - 16th February, Iron & Steel workshop - 4th March, 2nd Textile workshop-28th June, 2nd Cement workshop-7th July 2nd Aluminium workshop-16th
2016 at Jagdishpur 2016 at Raipur 2016 at Ahmedabad 2016 at Telangana December, 2016 at Hirakud

Cross Sectoral- Best Practice Workshops to Promote Energy Efficiency

The two day ‘National Workshop cum Technology Exhibition for Promoting Industrial Energy Efficiency’ was organized under the Knowledge Exchange Platform
(KEP) initiative from 7th to 8th November, 2016 at New Delhi, which was attended by more than 270 participants from aluminium, cement, chlor-alkali, fertilizer,
pulp & paper, textile, iron & steel, thermal power, hospital, sugar, chemical, glass, automobile sectors. The event also provided an excellent opportunity to facilitate
exchange of knowledge and transfer of technologies by bringing together the industry, technology suppliers and other important stakeholders on a common
platform at the technology & poster exhibition. KEP also recognized the contribution of the participating speakers, technology suppliers and poster presenters
through an award ceremony at the end of the workshop.

Participants at the workshop Industry delegates at the Technology Industry delegates at the Poster Exhibition Award distribution at the workshop
Exhibition
Sector Learning Group (SLG) Meetings
KEP has so far organized the first SLG meetings for all PAT sectors of the first cycle and has now initiated the series of 2nd SLG meetings with a focus on mapping
the present technology gap in the sector in-order to identify / understand what technological advancements are needed to help industry achieve the higher
targets said under the second PAT cycle.

Fertiliser SLG meeting on 15th Iron&Steel SLG meeting on 3rd 2nd Textile SLG meeting on 27th 2nd Cement SLG meeting on 7th 2nd Pulp & Paper SLG meeting on
February, 2016 at Jagdishpur March, 2016 at Raipur June,2016 at Ahmedabad July,2016 at Telangana 11th August 2016 at New Delhi

Friendly Energy Efficiency Exchange Visits

KEP organized three friendly energy efficiency exchange
visits for the fertilizer, cement and aluminium sectors, where
the delegates were taken around the plant areas and control
room. These industrial visits also facilitated interaction with the
plant personnel on energy efficiency improvement initiatives,
maintenance practices, efficient operation, and monitoring
practices. Visit to Indo Gulf Fertiliser plant Visit to My Home Industries Limited Visit to Hindalco industries Limited,
Hirakud

Subscribe to KEP Newsletter

KEP Newsletter is a quarterly publication that highlights the best practice case studies on energy efficiency, small group activities, updates on PAT, ESCerts, financing
models and innovative national and international technologies to help industry in continuously improving their energy productivity. To enable us to sustain this
effort, we plan to make this Newsletter a priced publication from next issue onwards. We strongly encourage you to subscribe to the Newsletter, which will keep
you updated and informed about the latest developments in the field of energy efficiency.
Subscription type: • Single Subscription: INR 1000 per issue • Annual Subscription: INR 3000 [4 issues]
Subscription Form
Subscription type: Single/ Annual
Enclosed is a cheque/DD No._________________________Dated______________________________ Drawn on_______________________________________________
___________________ in favour of “Institute for Industrial Productivity India”, New Delhi
Kindly send me the copies of KEP Newsletter to the following address:
Name ___________________________________Designation:_______________________Organization: _______________________ Address: _______________________
____________________________________ State__________________ Pin______________ Tel No/Mobile: ___________________Email Id: _________________________
Please send this form duly filled in along with payment to: Institute for Industrial Productivity India, 5, Navjeevan Vihar, Second Floor,New Delhi – 110017, India;
Tel: 011-26691325; Email ID: kep@beenet.in; info@iipinetwork.org

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:

Knowledge Exchange Platform Secretariat
Bureau of Energy Efficiency, Sewa Bhawan, R.K.Puram, Sector-1
New Delhi-110066 | E-mail: kep@beenet.in; info@iipinetwork.org
For more information, please visit us at: www.knowledgeplatform.in
View publication stats