SMEnergy

Research and Development stage

1

Introduction

2

Identification and mapping of all items & assets related to SME’s

3

How to calculate the company’s Energy Footprint 

4

Suggestions to reduce the energy footprint

5

Factors to consider when selecting improvement suggestions

6

References

7

Annex 1

The current document represents the second task of the first Project Result “Methodological framework for energy footprint management” of the SMEnergy project, funded by the Erasmus+ programme, with the aim of developing a methodology for SMEs to measure their Energy Footprint and identify actions to optimise their energy use.

The project is conducted by a consortium of five partners from four European countries: Greece, Portugal, Bulgaria, and Cyprus. All partners have the technical expertise to achieve the project objectives and wide experience in participating in and managing national and European projects. The work presented here is organised according to the proposal.

The previous task (task 1) of this Project Result represented the introduction chapter of the methodology, this current document represents the second task: the research and development stage. This stage consists of:

  • Identification of SME’s energy-related activities, with the common ground between the sectors, and association of those activities with devices, energy sources, and target groups;
  • Identification and mapping of all items & assets related to SME’s operations that entail energy consumption;
  • Calculation of the company’s energy footprint with measurements of total energy consumption/use per source/form of energy and Energy footprint baseline/benchmark per energy source, in relation to the previous identified assets/ activities;
  • Compilation of improvement suggestions/guidelines to reduce use/consumption and/or increase energy efficiency;
  • Factors to consider when selecting improvement

This document will identify the diversity and commonalities of the sectors covered by the project to ensure the adequacy of the methodology . The baseline for the design of the methodology will be supported by a thorough research that was done in working groups, to ensure a good quality of the result and a wider perspective.

This chapter will represent an identification & mapping of all items & assets related to SMEs’ operations that entail energy consumption: buildings, car fleet, machinery & other assets engaged in their operations. To each item/asset identified, indicative energy characteristics are to be associated: form/source, class, management systems, consumption levels, and efficiency. With the aim to achieve the specific objectives of the task PR1/T2, a literature review is set to be elaborated on the three identified sectors: Food & Beverage, Iron & Steel Production and Construction. As a reason of convenience, this document is divided into three sections: Items & Assets Identification and Energy sources, Energy Consumption Levels and Management systems.

 

2.1. Contextualization

The three approached sectors in this document, Food & Beverage, Iron & Steel Production and Construction, are characterized by the existence of a high number of small and medium enterprises (SME), this is, the majority of the companies that are part of each of the sectors are SME’s rather than large players. The objective of this document is to identify and characterize items & assets which are typically installed in the respective workplaces (for instance, plants and buildings) of each sector, thus within the context of SME’s that make part of majority of the existing companies. In Error! Reference source not found., it is performed a correspondence of the share of SME’s for each sector.

Table 1- Association of share of SME’s over total number of companies for each identified sector

 

Sector

Share of SME’s over total number of

companies

Ref.

Food & Beverage

99%

[1]

Iron & Steel Production

90 – 95%

[2]

Construction

99%

[3]

 

 

2.2. Items & Assets Identification and Energy sources

 

Energy-related items & assets are assumed to be in the elaboration of this document all the energy- using processes, units and technologies that are currently inserted on the workplaces in which one of the identified sectors operate. In Error! Reference source not found., the energy-using units in each identified sector are identified and characterized in terms of final energy source. Such characterization was retrieved from the information present on several sectorial-based scientific publications and reference documents [4–6]. For each item/ sector, an ID was associated to conveniently identify these items/ assets in further parts of the document.

Table 2- Characterization of items & assets for each of three identified sectors

 

ID

Process

Final Energy Source

Food & Beverage Sector

FB1

Materials Reception and Preparation

Electricity (Sorting, screening and washing)

Fuels (Thrawing)

FB2

Size reduction, mixing and forming

Electricity

 

FB3

 

Separation techniques

Electricity (Extraction, centrifugation, sedimentation and filtration)

Fuels (Distillation)

 

FB4

Product processing technologies

Electricity (Water level adjustment only)

Fuels

FB5

Heat processing

Fuels

FB6

Concentration by heat

Fuels

FB7

Chilling and freezing

Electricity

FB8

Post processing operations

Electricity

FB9

Utility processes

Electricity

Fuels (Heating and Cooling purposes)

Iron & Steel Production Sector

MP1

Raw Materials Preparation (Sintering and

Coke Production)

Fuels

MP2

Ironmaking

Fuels

MP3

Steelmaking

Electricity (Electric furnace)

Fuels (Basic Oxygen Furnance)

MP4

Rolling

Electricity

MP5

Finishing

Electricity

Construction Sector

C1

Mineral extraction, product and material

manufacture

Electricity

Fuels (Combustion-processes only)

C2

Transport of products and materials

Fuels

C3

Construction and demolition

Fuels

C4

Transport related to construction and

demolition

Fuels

C5

Transport of secondary and recycled

materials

Electricity

 

C6

Transport of wastes from product and

material manufacture

Electricity

C7

Transport of construction and demolition

waste

Fuels

 

2.3. Energy Consumption Levels

 

The determination of energy consumption levels for the items & assets existing in the workplaces of each identified sector allows to establish a characterization in terms of improvement at the level of the optimisation of energy supply and demand (either by energy efficiency improvement or renewable energy integration). In Error! Not a valid bookmark self-reference. Error! Reference source not found., the characterization of each sector in terms of energy consumption levels is presented. Such characterization was proceeded with the aim to characterize the most possible each identified item/ asset in particular. For the sectors in which characterization is not possible due to the lack of specific data for those items/ assets, a correspondence was made between the identified items/ assets to most generic energy-using units which are typically identified in benchmark documents developed for the sectors. Such characterization was retrieved from the information present on several sectorial- based scientific publications and reference documents, as well as energy consumption data and sectorial databases [4,6–10].

Table 3- Characterization of energy use for the items/ assets of the Food & Beverage sector

 

Targeted Item/

Asset

Energy Consumption per

enterprise (MWh/year)

Share of

Energy Use

Refrigeration

FB7

339.25

28.03

Electricity- using units

Electric Motors

FB1

FB2 FB3

FB4 FB8

 

270.70

 

22.37

           

 

Lightning

48.26

3.99

Compressed

air

 

Plant-level

33.58

2.77

Miscellaneous

uses

7.69

0.64

Combustion-based

processes

FB4

FB5

FB6

FB9

510.70

42.20

Total

1210.18

 

 

Table 4- Characterization of energy use for the items/ assets of the Iron & Steel Production sector

 

Targeted Item/

Asset

Energy Consumption per

enterprise (MWh/year)

Share of

Energy Use

 

Fired heaters

MP1

MP2 MP3

 

14385.31

 

81%

Motor systems

MP4

MP5

1243.18

7%

Steam production

All MP’s

1243.18

7%

Facilities

Plant-level

532.79

3%

Miscellaneous

processes

Plant-level

355.19

2%

Total

17759.65

 

Table 5- Characterization of energy use for the items/ assets of the Construction sector

 

 

Item/ Asset

Energy Consumption per enterprise

(MWh/year)

Share of Energy Use

C1

Mineral extraction, product and material

manufacture

15.82

50.78%

C2

Transport of products and materials

6.56

21.06%

C3

Construction and demolition

1.73

5.56%

C4

Transport related to construction and

demolition

3.50

11.24%

C5

Transport of secondary and recycled

materials

3.34

10.72%

C6

Transport of wastes from product and

material manufacture

0.04

0.13%

C7

Transport of construction and demolition

waste

0.16

0.52%

Total

31.16

 

 

2.4. Management systems

 

The management system of the energy system of plants/ buildings (which may be defined as all the chain starting from each final energy source to the end-use item/ asset) may be planned based on a sequence of four steps [11]:

  1. Monitoring: Gather data on each parameter of the operation of a plant/ building that affects energy use;
  2. Analysis: Dispose the gathered data to analyse current energy consumption;

  1. Control: Develop and execute a plant to install in real-life operations a set of identified improvement measures;
  2. Gains sustainability: Guarantee that the benefits brought by the previously implemented plant do persist throughout a significant amount of time.

The implementation of energy management systems in plants/ buildings of each one of the identified sectors thus passes by the identification and further implementation of several decarbonisation measures and technologies. In Error! Reference source not found. Error! Reference source not found., a set of improvement measures/ technologies are identified and characterized for each sector. These measures/ technologies are associated the most possible to the identified items/ assets. While such association was proceeded bearing in mind whether the measure in cause has been operationally identified to be implemented in the context of an item/ asset in specific, in some cases such association is proceeded more generically (for instance, bearing in mind the final energy source that is used in an item/ asset and the final energy source that is set to be optimised with the implementation of a technology/ measure). Such characterization was retrieved from the information present on several sectorial-based scientific publications and reference documents [4,12–16].

Table 6- Characterization of technologies for improved energy management in the Food & Beverages sector

 

Measure/ Technology

Potential

Targeted

Item/ Asset

Energy Efficiency Improvement

 

Process optimisation

20.44 GWh/ year energy savings

5.340 kton CO2,eq/ year reduction

2.8 – 9.7 years payback period

 

All FB

 

Waste heat recovery

12.32 GWh/ year energy savings

3.220 kton CO2,eq/ year reduction

2.4 – 5.6 years payback period

FB4 FB5 FB6

 

Hot/ cold utility supply optimisation systems

21.23 GWh/ year energy savings

5.535 kton CO2,eq/ year reduction

1.7 – 18.0 years payback period

 

FB9

 

Heat pump systems

0.07 GWh/ year energy savings

0.02 kton CO2,eq/ year reduction

7.8 years payback period

 

FB7

 

Absorption chilling systems

0.66 GWh/ year energy savings

0.17 kton CO2,eq/ year reduction

3.2 years payback period

 

FB7

Renewable Energy Resources & Cogeneration

 

 

Solar thermal systems

3.72 GWh/ year energy savings

0.97 kton CO2,eq/ year reduction

14.9 – 45.9 years payback period

FB4 FB5 FB6

FB9

 

 

Biomass fuel systems

1.415 GWh/ year energy savings

0.37 kton CO2,eq/ year reduction

6.6 – 26.8 years payback period

FB4 FB5 FB6

FB9

 

 

Photovoltaic (PV) systems

0.50 GWh/ year energy savings

0.15 kton CO2,eq/ year reduction

13.7 years payback period

FB1 FB2 FB3

FB4

FB7 FB8 FB9

Combined Heat & Power (CHP) systems

64.90 GWh/ year energy savings

15.415 kton CO2,eq/ year reduction

1.1 – 3.6 years payback period

 

All FB

 

Table 7- Characterization of technologies for improved energy management in the Iron & Steel Production sector

 

Measure/ Technology

Potential

Targeted

Item/ Asset

 

High temperature air combustion

 

20 – 30% thermal efficiency increase

MP1

MP2 MP3

 

Top-pressure recovery turbine

30 kWh electricity savings/ ton of produced material

MP3

MP4 MP5

 

 

Dry deducting and recovery

30% of electricity savings for top-pressure recovery turbine

5 – 8% improvement in the lower heating

value of fuels

 

 

All MP’s

 

Coke dry quenching

95 – 105 kWh of electricity savings/ ton of produce material

MP3

MP4 MP5

Waste heat recovery (including fuel and electricity savings)

122.12 – 203.53 MWh of fuel savings/ ton of produced material

53.7% electricity savings

 

All MP’s

Process optimisation (heat transfer enhancement)

 

6 – 24% thermal efficiency improvement

MP1

MP2 MP3

 

Energy-efficient machines

 

50% electricity savings (plant-level)

MP3

MP4 MP5

 

Table 8- Characterization of technologies for improved energy management in the Construction sector

 

Measure/ Technology

Potential

Targeted

Item/ Asset

 

Space planning

65% electricity savings (Lighting purpose)

10% reduction of heating and cooling demands

 

All C’s

Thermal insulation of exterior

walls

25% of heating and cooling demands

All C’s

Improvement of daylight

incidence

33% electricity savings

Building-level

Warm air heat recovery

25 – 50% total energy savings

All C’s

High-efficiency light-bulbs

15% electricity savings

Building-level

 

This chapter provides the values for the Energy Footprint indicators associated with each one of the items, assets, processes, and activities identified in the “Identification of SME’s related activities” document present in Annex 1. Namely the ones with respect to the main activities related to all SMEs administration, food and beverage services, construction sector, manufacturing industry and metal production, and chemical processes.

 

3.1. Definition of Energy Footprint

Energy footprint may be defined as an assessment of the impact brough by energy use associated to an asset (for instance, a product, territory or organization) within a specified space and time [17]. Energy footprint of an asset is considered a parcel of the ecological footprint of such asset [18].

Another indicator which may also be interpreted as part of the ecological footprint is carbon footprint, whose is much more common than energy footprint [19]. As the global energy system accounts for the major part of GHG emissions, carbon footprint is used in the place of energy footprint in research & development and societal studies [20]. However, not all GHG emissions are due to energy use, and as such the energy footprint-type indicators may be convenient to be used in determinate cases instead of carbon footprint.

Several indicators may be used to perform energy-related impact assessments, and as such be defined as energy footprint indicators. A common indicator (which is commonly set as the definition of energy footprint itself) is:

  • The sum of all areas used to provide non-food and non-feed energy [21]; Or rather:
  • The land required to absorb the GHG emissions [22].

In practice, such indicator may be difficult to be calculated with only a few data (a considerable quantity of parameters must be quantified to calculate such area). As such, other indicators may be defined and furtherly calculated. These are:

  • Energy consumption within a determinate place and time (example of units: MJ/year, MWh/year);
  • Energy consumption per quantity of produced good (example of units: MJ/kg, MWh/kg);
  • Energy consumption per quantity of produced monetary value (example of units: MJ/€, MWh/€);
  • GHG emissions associated to energy use within a determinate place and time (example of units: kg CO2,eq/year).

The calculation of the aforementioned indicator according to formulas relating literature and online available data with the respective indicators is presented in Table 9.

Table 9- Formulas for the calculation of Energy Footprint indicators

 

Indicator

Equation

Yearly Productive Area

(PA)

Energy Consumption (J/year)

PA (m2/year) =                                                           2

Energy Productivity (J/m )

 

(1)

Specific Energy

Consumption (SEC)

Energy Consumption (J/year) SEC (J/kg) =                                                     

Quantity of Production (kg/year)

 

(2)

Energy per Monetary

Value (EMV)

Energy Consumption (J/year) EMV (J/€) =                                                                                        

Revenue (€/year)

 

(3)

Energy-associated GHG

Emissions

GHG (kg CO2,eq/year) = Energy Consumption (J/year) × Emission Factor (J/kg CO2,eq)

 

(4)

 

While the equations (1) (3) subsist essentially on data proper to items & assets (such the energy consumption and revenue measured during the time frame of, for instance, one year), equation (4) also subsists on tabled data on equivalent carbon dioxide emission factors [23,24]. These indicators may be calculated for total energy consumption (based on the final energy consumption measured for each item/ asset) or for each respective energy use parcels (for instance, natural gas, electricity, oil and coal), with the energy-associated GHG Emissions having to be obligatorily calculated for each energy source in specific and then the total GHG Emissions resulting of the sum of the respective parcels. These indicators may be calculated based on data gathered from literature and online available databases [25–27,29,30].


3.2. Energy Footprint of administrative activities

In the context of the SMEnergy project, the energy footprint indicators for the identified items and activities/processes must be calculated through indirect methods, namely through the gathering of energy/fuel demand/consumption data. In Error! Reference source not found.0, the power fuel/demand associated with each previously identified administrative activities is presented.

Table 10- Determination of Energy Footprint indicators for selected administrative activities

 

Activities

Devices

Energy source

Target groups

Profession

Power/Fuel Demand

Reference s

 

Operational Activities

 

 

Printer

 

 

electricity

 

 

All SMEs

Administratio n

 

 

Laser printer: 600-800W

[17]

 

 

Heating/Cooling

Air conditioning

 

 

electricity

 

 

All SMEs

 

 

N/A

 

 

3000-4000W

[18], [19]

 

 

 

Lightening

 

 

 

Lights

 

 

 

electricity

 

 

 

All SMEs

 

 

 

N/A

60-100W (depending on the power of the bulb

used)

Operational Activities

Internet/TV Suplpiers

 

 

electricity

 

 

All SMEs

Administratio n

 

 

Interner router: 5-15W

[20]

 

 

Operational Activities

 

 

 

 

Computers

 

 

 

 

electricity

 

 

 

 

All SMEs

 

 

Accountant, programmer

High-end Desktop: 150W, Low-end desktop: 40W, Laptop: 30W

[21]

Operational Activities

 

 

Mobile phone

 

 

electricity

 

 

All SMEs

Sales, Marketing

 

 

Phone charger: 4-7W

[22]

 

Operational Activities

Uninterruptable Power Supply

(UPS)

 

 

 

electricity

 

 

 

All SMEs

System Administratio

n

 

 

1000VA UPS: 1000W ,

1500VA UPS: 150W

 

Operational Activities

 

 

 

Servers

 

 

 

electricity

 

 

 

All SMEs

System Administratio

n

 

 

 

1000W

[23]

 

 

 

Presentation

 

 

 

Projector

 

 

 

electricity

 

 

 

All SMEs

System Administratio

n

 

 

 

300W

[24]

 

 

 

Presentation

 

 

 

Big Screen TV

 

 

 

electricity

 

 

 

All SMEs

System

Administratio n

 

 

 

TV LED 65″: 100W

[25]

 

 

 

Presentation

 

 

 

Microphones

 

 

 

electricity

 

 

 

All SMEs

System

Administratio n

 

 

 

30-96mW

[26]

 

 

 

 

Presentation

 

Audio equipment

 

 

 

electricity

 

 

 

All SMEs

System Administratio

n

 

 

 

50W

[27]

 

 

3.3. Energy Footprint of Construction sector processes

Construction is an energy-intensive sector foe SMEs. In the context of the SMEnergy project, the energy footprint indicators for the identified items and activities/processes must be calculated through indirect methods, namely through the gathering of energy/fuel demand/consumption data. In Table 11, the power fuel/demand associated with each previously identified construction sector activities/processes is presented.

Table 11- Determination of Energy Footprint indicators for selected Construction processes and items

 

Activities

Devices

Energy source

Target groups

Profession

Power/Fuel Demand

References

Operational Activities

Vibrators to settle and compact concrete

 

 

electricity

Construction SMEs

Construction SMEs staff

Standard size: 2000-4000W

[24]

 

Operational Activities

 

 

 

Water Pump

 

 

 

electricity

Construction SMEs / All

SMEs

 

Construction SMEs staff

250-4000W

(depending on the model)

[25]

Operational Activities

Power Hammers and Drills

 

 

electricity

Construction SMEs

Construction SMEs staff

 

 

800-1200W

[26], [27]

Operational Activities

 

 

Saws

 

 

electricity

Construction SMEs

Construction SMEs staff

 

 

1200-1400W

[28]

Operational Activities

Concrete Batching Plant

 

 

electricity

Construction SMEs

 

 

Operator

 

 

7000-14000W

[29]

Driving / Operational Activities

 

Concrete Boom Placers

 

 

 

fuel

 

Construction SMEs

Drivers/staff in consruction company

 

 

0.39-

0.52L/m3

[30]

 

Driving / Operational

Activities

 

 

 

Concrete Tanks

 

 

 

fuel

 

Construction SMEs

Drivers/staff in consruction

company

 

 

 

15-17L/h

[31]

Driving /

Operational Activities

 

 

 

Construction trucks

 

 

 

fuel

 

Construction SMEs

Drivers/staff in

consruction company

Dump trucks

(class 8): 38L/100km

[32]

 

 

3.4. Energy Footprint of food and beverage services and manufacturing

There are several SMEs operating in Food and beverage sector. The food and beverage sector could be divided in food and beverage manufacturing and food and beverage services, i.e., hotels, bars, restaurants, etc. In the context of the SMEnergy project, the energy footprint indicators for the identified items/assets and activities/processes must be calculated through indirect methods, namely through the gathering of energy/fuel demand/consumption data. In Table 12, the power fuel/demand associated with each previously identified construction sector activities/processes is presented.

Table 12- Determination of Energy Footprint indicators for selected food and beverage processes and items

 

Activities

Devices

Energy source

Target groups

Profession

Power/Fuel Demand

Reference s

 

Washing/ Operational

 

 

 

Laundry

 

 

 

electricity

Food &

Beverage services SMEs

 

 

 

Hotels staff

 

 

 

500W

[17]

 

Washing/ Operational

Washing machine /

Dishwashers

 

 

 

electricity

Food & Beverage

services SMEs

Hotels / restaurant

staff

 

 

 

1200-1500W

[17]

 

 

 

Cooking

 

 

 

Coffee machine

 

 

 

electricity

Food & Beverage

services SMEs

Hotels / restaurant

staff

 

 

 

800-1500W

[21]

 

 

 

 

Storage

 

 

 

Fridges

 

 

 

electricity

Food & Beverage

services SMEs

Hotels / restaurant

staff

 

 

 

100-220W

[17]

 

 

 

Cooking

 

 

 

Ovens

 

 

 

electricity

Food &

Beverage services SMEs

 

 

 

Chefs

 

 

 

2150W

[17]

 

 

 

Cooking

 

 

 

Microwave

 

 

 

electricity

Food &

Beverage services SMEs

 

 

 

Chefs

 

 

 

600-1700W

[17]

 

 

 

Cooking

 

 

 

Grill

 

Electricity/ga s

Food & Beverage

services SMEs

 

 

 

Chefs

 

 

 

1500 W (average)

[33]

 

 

 

Serving

 

 

 

Steam Tables

 

 

 

electricity

Food & Beverage

services SMEs

Hotels / restaurant

staff

 

 

 

1500-3000W

[34]

 

Operational Activities

 

Fridge and Freezers

 

 

 

electricity

Food &

Beverage services SMEs

Hotels /

restaurant staff

 

 

 

150-400W

[17]

 

 

 

Cooking

 

 

 

Deep-Fryers

 

 

 

electricity

Food & Beverage services SMEs

Hotels / restaurant staff

 

 

 

1000W

[17]

 

Operational Activities

 

 

 

Ice Machines

 

 

 

electricity

Food & Beverage

services SMEs

Hotels / restaurant

staff

 

 

 

400-600W

[35]

 

Water Heating

 

 

 

Boilers

 

 

 

electricity

Food &

Beverage services SMEs

Hotels /

restaurant staff

 

 

 

1200-1300W

[17]

 

 

 

 

Operational Activities

 

 

 

 

 

 

Ventilation

 

 

 

 

 

 

electricity

 

 

 

Food &

Beverage services SMEs

 

 

 

Hotels /

restaurant staff

Restaurant ventilation system: 1500-2000W / Each exhaust commercial fan: 60 –

120W

[36]

 

 

 

Operational Activities

 

 

Filtration System

 

 

 

 

electricity

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

 

 

Cold food: 0.014-0.036

MJ/kg, Hot food: 0.38 MJ/kg

[37]

 

 

Operational Activities

 

 

De-oiling System

 

 

 

 

electricity

Food & Beverage manufacturing SMEs

Food & Beverage manufacturin g staff

Palm oil: 1.1MJ/kg, Rapeseed: 1.3MJ/kg, Soy beans: 1.14- 1.25ML/kg

[37]

 

 

 

 

 

Operational Activities

 

 

 

Ambient Air Cooler

 

 

 

 

 

 

 

electricity

 

 

 

Food & Beverage manufacturing

SMEs

 

 

 

Food & Beverage manufacturin

g staff

Meat: 0.1-0.2MJ/kg, Hotpies: 0.62MJ/kg, Potatoes: 0.26-

0.34MJ/kg, Milk: 0.02-

0.1MJ/l, Cheese: 0.41MJ/kg

[37]

 

 

 

 

 

 

 

Cooking

 

 

 

 

Ovens

 

 

 

 

 

Electricity/ga s

 

 

 

Food & Beverage manufacturing

SMEs

 

 

 

Food & Beverage manufacturin

g staff

Bread & rolls: 4.07MJ/kg, Biscuits & crackers: 4.17MJ/kg, Cakes: 0.94MJ/kg, Frozen bakery products:

1.34MJ/kg

[37]

 

 

 

 

Cooking

 

 

Fryers

 

 

Electricity/ga s

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

 

 

 

 

8.78 – 11.11MJ/kg

[37]

 

 

 

 

Cooking

 

 

Cooking Systems

 

 

Electricity/ga s

Food & Beverage manufacturing SMEs

Food & Beverage manufacturin g staff

 

 

 

 

1.2 – 8.1MJ/kg

[37]

 

 

 

 

 

 

Storage

 

 

Storage and Handling System

 

 

 

 

 

 

electricity

 

 

Food & Beverage manufacturing

SMEs

 

 

Food & Beverage manufacturin

g staff

Meat: 1.39 – 2.11MJ/kg, Paultry: 1.5MJ/kg, Carrots: 0.72MJ/kg, Vegetables: 1.41MJ/kg,

Green peas: 1.36MJ/kg

[37]

 

 

 

Operational Activities

 

 

Weighers

 

 

 

 

electricity

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

 

 

 

 

2W

[38]

 

 

Operational Activities

 

Electronic Dosing Machines

 

 

 

 

electricity

Food & Beverage manufacturing SMEs

Food & Beverage manufacturin g staff

 

 

Slicing: 0.13MJ/kg, Shaping: 0.23MJ/kg

[37]

 

 

Operational Activities

 

 

Sorting machines

 

 

 

 

electricity

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

 

 

Biscuits & crackers: 0.02MJ/kg

[37]

 

 

Operational Activities

 

 

Liquid filling machines

 

 

 

 

electricity

Food & Beverage manufacturing SMEs

Food & Beverage manufacturin g staff

 

 

 

 

20kW

[38]

 

 

Operational Activities

 

 

Metal Detectors

 

 

 

 

electricity

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

 

 

 

 

1-2kW

[39]

 

 

Operational Activities

 

 

Cutting machines

 

 

 

 

electricity

Food & Beverage manufacturing SMEs

Food & Beverage manufacturin g staff

 

 

 

 

Meat: 0.22 – 0.3MJ/kg

[37]

 

 

Operational Activities

 

Filling machines (cans)

 

 

 

 

electricity

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

 

 

 

 

0.5 – 2.41MJ/l

[37]

 

 

Operational Activities

 

 

Sterilization Machinery

 

 

 

 

electricity

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

 

 

 

 

0.13 – 0.31MJ/kg

[37]

 

 

 

 

 

 

 

 

Operational Activities

 

 

 

 

Drying

 

 

 

 

 

 

 

 

electricity

 

 

 

 

Food & Beverage manufacturing

SMEs

 

 

 

 

Food & Beverage manufacturin

g staff

Milk: 3 – 7.5MJ/l, Sugar: 1.51MJ/kg, Cereals: 4.6

– 5.7MJ/kg, Cheese: 3.5MJ/kg, Soy beans: 0.47MJ/kg, flour: 43.29

–      46.89MJ/kg, Potato

flakes: 25.4 – 42MJ/kg

[37]

 

 

 

Operational Activities

 

Labelling- Automatic Labeller

 

 

 

 

electricity

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

 

 

 

 

3kW

[40]

 

 

 

 

 

 

 

 

 

 

 

Operational Activities

 

 

 

 

 

 

Packing Machines

 

 

 

 

 

 

 

 

 

 

 

 

electricity

 

 

 

 

 

 

 

 

Food & Beverage manufacturing

SMEs

 

 

 

 

 

 

 

 

Food & Beverage manufacturin

g staff

Bread & rolls: 0.28MJ/kg, Biscuits & crackers: 0.36MJ/kg, Cakes: 0.19MJ/kg, Frozen bakery products: 0.27MJ/kg, Tomato juice: 0.19MJ/kg, Cheese: 0.26 –

0.65MJ/kg, Milk: 0.1-

0.2MJ/kg

[37]

 

 

Operational Activities

 

 

Mixing

 

 

 

 

electricity

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

 

 

 

 

0.09 – 0.27MJ/kg

[37]

Operational Activities

Ferment

electricity

Food & Beverage manufacturing SMEs

Food & Beverage manufacturin g staff

Pastry: 0.67MJ/kg, Beer: 0.17MJ/l

[37]

Operational Activities

Pasteurisation

electricity

Food & Beverage manufacturing

SMEs

Food & Beverage manufacturin

g staff

Milk 0.19MJ/kg Tomato juice: 0.02MJ/l, Fruit juice: 0.08MJ/kg

[37]

 

3.5. Energy Footprint of Metal Production Industries

The Metal Production industries prominently include the Iron & Steel industry and the Aluminium industry. Within the performed energy research studies, there has not been any study that directly assesses the energy footprint of metal production assets in the context of the European Union. As such, energy footprint indicators must be calculated through indirect methods, namely through the gathering of energy and revenue-related data. In Table 13, the power fuel/ demand (associated to the required further energy footprint calculation) associated to each identified activity of the Metal Production assets are presented.

Table 13- Determination of Energy Footprint indicators for selected Metal Production industries assets

 

Actvities

Devices

Energy source

Target groups

Profession

Power/Fuel Demand

Operational Activities

Plate procesing

electricity

Metal processing

SMEs

Metal processing SMEs staff

2.836 – 5.790 GJ/ton

Operational Activities

Drilling machines

electricity

Metal processing

SMEs

Metal processing SMEs staff

0.65 – 0.80 kW

Operational Activities

Robotic                cuting machines

electricity

Metal processing

SMEs

Metal processing SMEs staff

1.385 kW

Operational Activities

Sawing machines

electricity

Metal

processing SMEs

Metal processing SMEs staff

52.4 kW

Operational Activities

Painting machines

electricity

Metal processing SMEs

Metal processing SMEs staff

16 kW

 

Operational Activities

Shot                blasting machines

electricity

Metal processing

SMEs

Metal processing SMEs staff

10 kW

Operational Activities

Punching machines

electricity

Metal

processing SMEs

Metal processing SMEs staff

6.9 – 11.0 kW

Operational Activities

Shearing machines

electricity

Metal

processing SMEs

Metal processing SMEs staff

4.5 – 5.5 kW

Operational Activities

Milling machines

electricity

Metal processing

SMEs

Metal processing SMEs staff

100 kW

Operational Activities

Grinding Machine

electricity

Metal processing

SMEs

Metal processing SMEs staff

5.22 – 14.50 MW

Operational Activities

Shaper Machines

electricity

Metal

processing SMEs

Metal processing SMEs staff

0.35 kW

Operational Activities

Lathe Machine

electricity

Metal processing SMEs

Metal processing SMEs staff

3.68 kW

Operational Activities

Broaching Machines

electricity

Metal processing

SMEs

Metal processing SMEs staff

0.33 – 0.67 kW

Operational Activities

Shearing machine

electricity

Metal

processing SMEs

Metal processing SMEs staff

15 kW

Operational Activities

Hobbing Machines

electricity

Metal

processing SMEs

Metal processing SMEs staff

110 kW

 

Operational Activities

Sintering

fuels

Metal processing

SMEs

Metal processing SMEs staff

145 – 150 MJ/ton

Operational Activities

Coke Ovens

fuels

Metal

processing SMEs

Metal processing SMEs staff

23 – 24 GJ/t

Operational Activities

Blast Furnace

fuels

Metal

processing SMEs

Metal processing SMEs staff

1.8 – 11.6 GJ/ton

Operational Activities

Basic                Oxygen Furnace

fuels

Metal processing

SMEs

Metal processing SMEs staff

11 GJ/ton

 

3.6. Energy Footprint of Chemical Process Industries

The Chemical Process industries (which the most accurate term to refer to Chemical Industry) includes Petrochemical industry and Pharmaceutical industry. Similar to the Metal Production industries, there has not been any study that directly assesses the energy footprint of Chemical Process assets in the context of the European Union. As such, energy footprint indicators must be calculated through indirect methods. In Table 14, the power fuel/ demand (associated to the required further energy footprint calculation) associated to each identified activity of the Chemical Production assets are presented.

Table 14- Determination of Energy Footprint indicators for selected Chemical Process industries assets

 

Actvities

Devices

Energy

source

Target

groups

Profession

Power/Fuel

Demand

Operational

Activities

Kettles

electricity

Chemical

industry

Staff Chemical industry

2 – 4 kW

Operational

Activities

Tanks

electricity

Chemical

industry

Staff Chemical industry

5.9 – 367.0 kW

 

Operational

Activities

Vacuum Pans

electricity

Chemical

industry

Staff Chemical industry

18.5 – 90.0 kW

Operational

Activities

Agitators

electricity

Chemical

industry

Staff Chemical industry

1.44 – 2.98 W

Operational

Activities

High Shear Mixers

electricity

Chemical

industry

Staff Chemical industry

22 kW

Operational Activities

Fluid Transfer

electricity

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

1.50 kW

Operational

Activities

Mixers

electricity

Chemical

industry

Staff Chemical industry

1.44 – 2.98 W

Operational

Activities

Blenders

electricity

Chemical

industry

Staff Chemical industry

1.44 – 2.98 W

Operational

Activities

Hot Air Generator

electricity

Chemical

industry

Staff Chemical industry

10 – 1000 kW

Operational Activities

Evaporators

electricity

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

40 – 80 kW

Operational

Activities

Dryers

electricity

Chemical

industry

Staff Chemical industry

1.8 – 5.0 kW

Operational Activities

Humidity and

temperature control units

electricity

Chemical industry

Staff Chemical industry

0.21 – 0.25 kW

Operational

Activities

Stills

electricity

Chemical

industry

Staff Chemical industry

2.8 MW

Operational

Activities

Reactors for

distillation

electricity

Chemical

industry

Staff Chemical industry

91 GW

Operational

Activities

Fluid beds and

blenders

electricity

Chemical

industry

Staff Chemical industry

1.44 – 2.98 W

Operational Activities

Water heating

electricity

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

35 – 70 kW

 

Operational Activities

Ventilation

electricity

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

7.5 – 375 kW

Operational Activities

Refrigeration

electricity

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

72 – 266 kW

Operational

Activities

Reactors for

distillation

electricity

Chemical

industry

Staff Chemical industry

91 GW

Operational Activities

Water heating

fuels

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

35 – 70 kW

Operational Activities

Evaporators

fuels

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

40 – 80 kW

Operational Activities

Chemical reactors

fuels

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

91 GW

Operational Activities

Cracking

fuels

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

3 – 18 GJ/ton

Operational Activities

Rotary dryers

fuels

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

7.88 – 15.08 GJ/ton

Operational Activities

Rotary kilns

fuels

Chemical industry/All Manufacturing

Industry

Staff Chemical industry

4 – 5 GJ/ton

The current chapter is addressing the subtasks related to the improvement suggestions and guidelines to reduce the energy footprint of targeted SMEs. The results of the desk research conducted in previous subtasks to create a methodological framework for energy footprint management are updated, enriched, and focused on the specific sectors agreed upon by all the project partners, i.e., the construction sector, metal and chemical manufacturing, and food and beverage production. In the next sections, some improvement measures, and guidelines for energy footprint reduction of SMEs are presented. The proposed measures could be simple and cheap (or even free of charge) or more complex and costlier, whereas they could refer to different sections or aspects of the enterprise operation.

4.1. Improvement suggestions and guidelines to reduce energy footprint targeted to office buildings

There may be significant energy-saving potential for enterprises in the buildings they occupy. Making small improvements can also be a useful means to build awareness and involve employees in energy savings. Many small and midsize office buildings could benefit from energy-saving solutions that cost little or nothing at all. It is estimated that companies promoting informative and active events to encourage behavioral change in the office could benefit from about 2% to 10% energy savings.

  • Measures related to office equipment

 

It has been estimated that computers contribute around 20% of overall electricity consumption in office buildings. There are some simple and low-cost or even free measures to manage computers

 

more efficiently in order to reduce their overall energy consumption. Specifically, they must be switched off when they are not in use, including over weekends, whilst the users should be sure that their power management settings are enabled on all computers and monitors. These settings force the devices to enter in sleep mode after a specific period of inactivity. Effective power management settings could reduce a computer’s electricity consumption roughly in half [54]. Similarly, office equipment and appliances like printers, fax machines, coffee makers, and microwave ovens in common rooms have significant power consumption. Many of these appliances draw phantom power when they are not used or when they are in standby mode. These devices often have energy- reduction settings that can yield substantial savings. These appliances could also be connected to timers to reduce their energy use.

Similarly, drinkable water fountains and coolers do not usually need to provide cold water 24 hours a day unless it is required for health reasons. The cooling systems of the majority of drinking fountains and water coolers could be switched off. It is estimated that the average office water cooler consumes about 800 kWh per year, and much of this energy is from standby mode. The installation and set of a timer so that the cooler operates only when needed is suggested. Likewise, refrigerated vending machines typically run 24-7, using 2,500 to 4,400 kWh per year and adding to cooling loads in the spaces they occupy. Timers or occupancy sensors connected to vending machines could save energy because they allow the machines to turn on only when a customer is present or when the compressor must run to keep the product at the desired temperature [55].

  • Measures related to lighting

 

Lighting is another relatively simple way to save energy. There are many combinations of energy- saving techniques and technologies for lighting. In general, lighting energy savings arise in the following ways [54], [56], [57]:

 

  • There are sensors and automatic devices that can identify human presence in a room/space of a building or a facility. Such devices could be deployed to turn on the lights of the corresponding room/space only when the room/space is occupied.
  • There are standards and norms that specify the lighting level in a room/space according to the activity that is being carried out in the room/space. In order to achieve energy savings over- lamping should be
  • All incandescent lightbulbs should be replaced by more energy-efficient LED lighting in order to save
  • It is often highlighted that company spaces do not exploit to its full potential natural lighting. Designing spaces in such a way so as to use natural light from windows and/or skylights at its maximum, has almost no cost, mitigating at the same time electricity demand for artificial This is why objects that block windows, e.g., filing cabinets, should be relocated, while the space arrangement should always aim at maximizing the use of natural light, e.g., working desks should be positioned near windows.
    • Measures related to the thermal insulation of buildings

 

There may be significant energy saving potential for enterprises in the buildings they occupy. There are various simple and low cost measures that can enhance the energy efficiency of existing buildings [56], [57]:

  • Windows present a common source of heat losses in buildings. For that reason, their frames should be regularly checked and maintained in good condition in order to ensure that they can be closed tightly and are draught-proof. Single glazed windows should be replaced with double or, if it is possible, with triple glazed ones. The application of proper shading systems could also prevent building spaces from over-heating.
  • Like windows, doors could also be tested in order to ensure that they are draught-proof and can be closed The replacement of the existing doors with thicker ones and the implementation

 

of self-closing mechanisms could also help to control the temperature of internal spaces consuming less energy.

  • Walls and roofs should be regularly checked in order to spot existing gaps or holes which should be repaired/closed applying appropriate filling materials. Additionally, dedicated audits could be carried out in order to explore the potential of reducing thermal losses through the application of proper thermal insulation.
    • Measures related to heating and cooling

 

Improving and/or modifying HVAC systems could contribute significantly to achieving energy efficiency in office buildings of SMEs. Some simple and practical measures that ensure good and efficient operating conditions of HVAC systems include [56], [57]:

  • Appropriate control systems that regulate room temperature should be Office temperature, for instance, during winter months (heating operation) is recommended to be set to 19°C. Obviously, it could be set lower than 19°C in corridors, storerooms and areas of higher physical activity. In the summer (cooling operation) the corresponding air temperature is recommended not be lower than 24°C. Regarding cooling temperatures, there is an empirical rule according to which an increase of the set cooling air temperature by 1°C will result to an increase of energy consumption of the order of 3% by the chiller.
  • Cooling systems release/reject heat to the environment, namely to ambient air. It is evident, therefore, that in order cooling systems to operate efficiently, they should have good and unobstructed access to ambient Thus, the positioning of cooling units with respect to existing furniture, equipment and/or machinery is very important. Space restrictions and/or poor engineering judgment might result in positioning cooling units close to hot air exhausts or in a way that they have restricted ambient air flow, inevitably lowering the overall efficiency of the system. Facility space arrangement should cater for cooling systems to have unobstructed access to the coolest possible ambient air.

 

 

 

4.2. Improvement suggestions and guidelines to reduce energy footprint targeted to food and beverage manufacturing

  • Measures related to operational processes and maintenance

 

Simple processes can be instilled and implemented within an organization to address operational and maintenance matters, such as the following measures [58], [60]:

  • Maintenance activities should be carried out by specialized and experienced technical There should be sufficient time to complete the relevant maintenance work according to relevant quality standards. Following a maintenance routine and a mid-term schedule is of outmost importance. In the case of replacement activities, the spare parts to be used should be the most modern and efficient ones.
  • In the case of recurring plant failures, it should be ensured that the root causes are identified. For this purpose, experiments and tests should be conducted and everyone must contribute to uncover It is very important to ensure that any root cause should be addressed effectively without causing another failure elsewhere in the facility.
  • During the installation of new equipment or machinery, it must be ensured that all the relevant parts and components are installed properly following the guidelines of the manual(s) provided by the manufacturer. Additionally, the actual installation should be reviewed carefully before handover in order to ensure that it is as per design.
  • Regarding equipment size, it should be ensured that equipment specifications meet the operational requirements and match the actual demand without excess
  • Regarding equipment operation, it should be verified that the relevant machinery can be turned off easily and safely when it is not being used. Facility and equipment safety rules should be strictly There should be safety valves and appropriate protective devices that

 

‘guarantee’ the safety of the facility and the installed machinery. The ability also to restart facility’s operation at short notice is very important for achieving improved energy efficiency.

  • If there is a variety of available machines one should choose to use the ones that exhibit the highest It is evident, therefore, that production managers supervisors, and/or staff should be aware and have good knowledge of the minimum, normal and maximum operating conditions of all the available equipment.
  • Production processes should be designed in such a way so as to minimize idle time of Also, there should be an effort to stop machines’ operation as soon as possible and start them as late as possible. Production processes should be carefully monitored and reviewed aiming at identifying potential for efficiency improvement.
  • It should be ensured that all thermal and electrical insulation is in good condition minimizing heat losses and eliminating electricity leakages.
    • Measures related to motors systems

 

According to the U.S. Department of Energy, motor systems are the biggest energy consumers for manufacturing industries, consuming roughly 75% of all electricity in the U.S. industrial sector. As a result, motors should be a key area of focus within any energy footprint management program.

Fortunately, today’s advanced motor management solutions can reduce significantly the overall energy demand. For instance, power optimization tools, such as variable frequency drives, energy- efficient motors, gears, motor controllers, and relevant software could deliver immediate and measurable savings [60].

Many industrial applications, like fans, pumps, compressors, and conveyor belts are mainly operate at partial loads. However, these devices use traditional (mechanical) control methods like valves, brakes, and throttles for speed control. In this case, motors provide more work than the requires, and as a consequence significant energy amount is lost due to the mechanical speed control. Variable speed drives (VSDs) offer a more efficient way for applications operating at partial loads because

 

they can directly control the speed and torque of the electric motor. Thus, the required mechanical speed control is eliminated, and the use of oversized motors is avoided. The application of motor direct control allows to match the provided and the actual process demand, enabling the equipment to operate more efficiently and at a range of different speeds. As a result, the implementation of VSDs can significantly improve energy footprint throughout whole production chains [62].

Specifically, high-horsepower, centrifugal loads can achieve significant energy savings with the highest reduction in energy consumption resulting from just lowering speed or flow by 20%. If a small reduction in the flow does not impact the manufacturing process and the plant can use half as much energy doing so, then users can achieve high cost savings. In any manufacturing process that requires less than 100% of the designed speed, manufacturers should consider implementing variable frequency drives. In this case, the proper application of VSDs would significantly reduce energy costs, whilst they could help remove the need for valves, increase pump seal life, reduce power surge during start-up, and contribute to more flexible operation [60].

  • Measures related to refrigeration

 

There are several easy measures for minimizing refrigeration energy use [63]:

 

  • Overstocking should be avoided, while air grills should remain unobstructed
  • Products must not be allowed to warm up during the transfer
  • Lighting and anti-condensation devices should be switched off when it is not required
  • Thermostat and defrost should be set to match the required conditions
  • Heat gain from other equipment and sunlight should be reduced

Additionally, many refrigeration units would benefit from improved insulation. It has to be ensured that coolant pipes and potential areas of heat gain are well insulated. Insulation panels for walls, ceilings, and doors should have an R-value of at least 4.5, which corresponds to 140 mm of rigid foam insulation. For freezer rooms, panels should be at least R6 (175 mm thick). Transparent

 

windows and doors should be double-glazed in cool rooms and triple-glazed in freezers, with heat- reflective external treatments.

If the refrigeration system is more than 10 years old, its replacement should be considered. The installation of an efficient new system could save up to 30% in their energy consumption. In the case of the system’s replacement, the layout and planning of the installed systems should be according to the following guidelines [63]:

  • Avoid excessive pipe lengths and uninsulated pipework
  • Reduce the time that the personnel needs to be in cool areas
  • Ensure that cooling equipment is not installed near to heat sources
  • Optimize lighting by using LED and occupancy sensors where it is possible
  • Arrange the evaporator so cold air does not blow straight out the door
  • Locate condensers and heat exchangers in a way that there is good airflow and heat can be discharged
  • Optimize routing of suction lines to avoid pressure drop, liquid retention, or unstable flow
  • Measures related to other production processes

 

There are several different processes used in food and beverage production with energy footprint reduction potential.

Some options that could be implemented to improve the efficiency of boiler systems include [64]:

 

  • Insulating boiler valves
  • Installing steam and condensate return pipes and storage units
  • Pre-heating entry water from excess heat or solar powered hot water systems
  • Selecting boilers that can modulate their output
  • Implementing efficient sequencing controls if multiple boilers are in use

 

Ovens are also energy-intensive devices used in food manufacturing. Many commercial ovens are poorly insulated or have metal joints forming a thermal bridge for heat loss. By increasing oven insulation to an R-value of at least 2.5 and reducing thermal bridging, radiated heat can be reduced by up to 75%.

Regarding the drying processes, traditional food drying techniques include spray drying, hot air drying, and freeze drying. These all require large amounts of energy and other inputs such as gases. Some options to improve efficiency in the drying process are:

  • Low-temperature evaporation
  • Waste heat recovery and heat exchangers
  • Purpose-built efficient heat pump dryers and dehumidifiers
  • Solar and microwave-assisted drying

These improvements can sometimes be combined with older methods to create a more efficient hybrid process.

  • Measures related to process design and energy supply

 

The highest energy savings come from a step change either in process design, energy supply, or both. This is the costliest and carries the highest business risks compared to other measures. These changes could be the implementation of combined heat and power plants, the refitting of the production line with a new process technology, the application of dynamic simulation and predictive controls, and the extension of the energy or waste heat into a district heating or cooling network.

 

Combined heat and power

 

Conventional (thermo-electric) power generation technologies, exhibit relatively low fuel-to-power efficiencies, simply because considerable amounts of high-temperature heat are lost to the

 

environment through the stack. This is the reason why common conventional (thermal) engines exhibit energy efficiency rates which do not normally exceed 38% – 40%. Specifically, energy efficiency rates for reciprocating engines are in the range of 28% – 38%. Energy efficiency rates of small gas turbines (nominal power up to 5 MW) vary between 20% to 25%, whilst the corresponding efficiency figures for bigger gas turbines (nominal power between 5 MW and 500 MW) are in the range of 25% to 35%. Modern gas turbine power plants with a nominal power higher than 500 MW might reach efficiency rates close to 50%. CHP technology captures and utilizes the thermal energy (heat) which is released (lost) to the environment. The captured thermal energy can be used to produce steam, which in turn can drive a steam turbine to generate electricity. At a smaller scale, CHP systems, industrial gas turbines or reciprocating engines fuelled by gas or oil are employed. Apart from electricity generation, the captured heat can be used in other thermal processes such as steam generation or water heating. Typically, the overall efficiency of CHP plants is much higher than the one exhibited by conventional power plants, namely of the order of 75% – 85% [58].

 

Heat recovery

 

It is estimated that 20-50% of industrial energy input is lost as waste heat in the form of hot exhaust gases, cooling water, or heat loss from equipment surfaces and heated items. Any industrial process which uses heat can reduce energy use by using heat exchangers to transfer the heat somewhere else to where it is useful in another process. The most common use of recovered heat is to preheat inputs to heat chambers. Heat may either be reused within the same or a different process or sometimes by a neighbouring industrial facility. Numerous technologies are commercially available for waste heat recovery. For it to be successful, an accessible source of waste heat, the correct recovery technology, and the use of the recovered energy need to be present. Facilities may need specialist help in identifying these and in evaluating the feasibility of waste heat recovery [58].

 

Waste heat to power

 

Where energy-intensive heat sources must be used, efficient heat recovery (including the latent heat of water vapour) is critical. Steam traps and boiler blow-down recovery save water and boiler heating requirements. The returned condensate is much hotter than feedwater and may not require treatment. While there is a large upfront cost, heat recovery measures often repay the investment in under 3 years [64].

 

Renewable energy and storage

 

Many businesses in the food and beverage sector have installed on-site rooftop solar PV systems. As a greater proportion of plant processes are electrified, loads can be matched with periods of high solar generation. As loads increase, PV systems can be expanded accordingly. Solar water heating can also be used as an alternative for heating or pre-heating. This allows water to be heated well above 80˚C. Onsite battery storage may also be worth considering as prices decline. Batteries enable greater onsite use of solar PV throughout the day and provide a backup option in the event of grid failure. Energy can also be stored thermally in water, phase change materials (PCM), or in the bulk mass of food products in refrigeration [64].

 

Food waste-to-energy plant

 

Most food waste has the potential for reuse as an energy source. Organic waste can be used in the generation of renewable energy through anaerobic digesters. Anaerobic digestion occurs when microorganisms break down organic material in the absence of oxygen, producing biogas (methane) and a rich fertilizer. When this biogas is captured, it can reduce methane emissions from manure decomposition by up to 95%. Anaerobic digestion and biogas recovery are best suited to large food processing plants with high-strength wastewater, such as dairy processing plants or breweries [64].

 

4.3. Improvement suggestions and guidelines to reduce energy footprint targeted to metal and chemical manufacturing

  • Measures related to operational processes and maintenance

 

Simple processes can be instilled and implemented within an organization to address operational and maintenance matters, such as the following measures [58], [60] :

  • Maintenance activities should be carried out by specialized and experienced technical There should be sufficient time to complete the relevant maintenance work according to relevant quality standards. Following a maintenance routine and a mid-term schedule is of outmost importance. In the case of replacement activities, the spare parts to be used should be the most modern and efficient ones.
  • In the case of recurring plant failures, it should be ensured that the root causes are identified. For this purpose, experiments and tests should be conducted and everyone must contribute to uncover It is very important to ensure that any root cause should be addressed effectively without causing another failure elsewhere in the facility.
  • During the installation of new equipment or machinery, it must be ensured that all the relevant parts and components are installed properly following the guidelines of the manual(s) provided by the manufacturer. Additionally, the actual installation should be reviewed carefully before handover in order to ensure that it is as per design.
  • Regarding equipment size, it should be ensured that equipment specifications meet the operational requirements and match the actual demand without excess
  • Regarding equipment operation, it should be verified that the relevant machinery can be turned off easily and safely when it is not being used. Facility and equipment safety rules should be strictly There should be safety valves and appropriate protective devices that ‘guarantee’ the safety of the facility and the installed machinery. The ability also to restart facility’s operation at short notice is very important for achieving improved energy efficiency.

 

  • If there is a variety of available machines one should choose to use the ones that exhibit the highest It is evident, therefore, that production managers supervisors, and/or staff should be aware and have good knowledge of the minimum, normal and maximum operating conditions of all the available equipment.
  • Production processes should be designed in such a way so as to minimize idle time of Also, there should be an effort to stop machines’ operation as soon as possible and start them as late as possible. Production processes should be carefully monitored and reviewed aiming at identifying potential for efficiency improvement.
  • It should be ensured that all thermal and electrical insulation is in good condition minimizing heat losses and eliminating electricity leakages.
    • Measures related to motors systems

 

According to the U.S. Department of Energy, motor systems are the biggest energy consumers for manufacturing industries, consuming roughly 75% of all electricity in the U.S. industrial sector. As a result, motors should be a key area of focus within any energy footprint management program.

Fortunately, today’s advanced motor management solutions can reduce significantly the overall energy demand. For instance, power optimization tools, such as variable frequency drives, energy- efficient motors, gears, motor controllers, and relevant software could deliver immediate and measurable savings [61].

Many industrial applications, like fans, pumps, compressors, and conveyor belts are mainly operate at partial loads. However, these devices use traditional (mechanical) control methods like valves, brakes, and throttles for speed control. In this case, motors provide more work than the requires, and as a consequence significant energy amount is lost due to the mechanical speed control. Variable speed drives (VSDs) offer a more efficient way for applications operating at partial loads because they can directly control the speed and torque of the electric motor. Thus, the required mechanical speed control is eliminated, and the use of oversized motors is avoided. The application of motor

 

direct control allows to match the provided and the actual process demand, enabling the equipment to operate more efficiently and at a range of different speeds. As a result, the implementation of VSDs can significantly improve energy footprint throughout whole production chains [62].

Specifically, high-horsepower, centrifugal loads can achieve significant energy savings with the highest reduction in energy consumption resulting from just lowering speed or flow by 20%. If a small reduction in the flow does not impact the manufacturing process and the plant can use half as much energy doing so, then users can achieve high cost savings. In any manufacturing process that requires less than 100% of the designed speed, manufacturers should consider implementing variable frequency drives. In this case, the proper application of VSDs would significantly reduce energy costs, whilst they could help remove the need for valves, increase pump seal life, reduce power surge during start-up, and contribute to more flexible operation [61].

  • Measures related to operating temperatures and pressures

 

The percentage yield and rate of chemical reactions are highly dependent on temperature and pressure. Energy savings would be achieved by reviewing optimal temperatures and pressures for specific chemical processes. Ongoing innovations in catalysts can lower the activation energy barrier for chemical reactions. This reduces the temperatures and pressures required [55].

In this context, it has to be ensured that chemical distillation is being carried out under the optimal conditions and that products are not being over-purified. To do this, the following guidelines could be followed [55]:

  • Decrease processing temperature
  • Optimise cooling temperature
  • Set thermostats to the appropriate temperature

Specifically, a decrease of 1ºC in average space temperature could reduce fuel consumption by almost 8%. Attention should be given to the storage of polymer granules at low temperatures.

 

Condensation could form when the granules are moved into a warmer factory space. This can result in greater drying requirements before processing.

Regarding the pressure of the equipment, it should be monitored and adjusted. For example, a boiler feedwater pump may produce higher pressure than it is required to supply water to the boiler.

Slowing the pump down is a no capital investment and would reduce steam use while still having adequate supply pressure for boiler feedwater.

  • Measures related to steam generation and distillation

 

One of the most common processes in industrial chemical plants is distillation to separate chemical mixtures. This requires large quantities of steam to be generated. The production and distribution of steam can cause substantial heat loss, requiring more energy to maintain boiler temperatures. Most of the external energy and heat loss in distillation units occurs in condensers which are usually cooled by water or air. Inefficient distillation and steam generation systems can also increase air- conditioning cooling loads. Boiler systems should have effective steam traps and condensate return. This can save water and help conserve the heat of the water in the boiler because the returned condensate is hotter than the feedwater and as a result no additional treatment is required [55].

Additionally, the heat losses could be further minimized by [55]:

 

  • The thermal insulation of boiler valves, pipes, taps, and storage units
  • The replacement of defective steam traps
  • Use other process streams to cool the condensers
  • The application of waste to heat technologies for steam production
  • The use of alternative separation technologies such as reactive distillation and membrane

 

  • Measures related to process design and energy supply

 

The highest energy efficiency improvements could be achieved through extensive changes related to process design and/or energy supply. Compared to simpler measures, extensive changes are always associated with high (investment) cost and the corresponding high business/financial risk. Such changes might include the implementation of appropriate CHP plants, the redesign of production lines and/or procedures, the application of sophisticated prediction, simulation and control techniques, and the connection of the facility to the local heating or cooling network to channel waste energy or heat.

 

Combined heat and power

 

Conventional (thermo-electric) power generation technologies, exhibit relatively low fuel-to-power efficiencies, simply because considerable amounts of high-temperature heat are lost to the environment through the stack. This is the reason why common conventional (thermal) engines exhibit energy efficiency rates which do not normally exceed 38% – 40%. Specifically, energy efficiency rates for reciprocating engines are in the range of 28% – 38%. Energy efficiency rates of small gas turbines (nominal power up to 5 MW) vary between 20% to 25%, whilst the corresponding efficiency figures for bigger gas turbines (nominal power between 5 MW and 500 MW) are in the range of 25% to 35%. Modern gas turbine power plants with a nominal power higher than 500 MW might reach efficiency rates close to 50%. CHP technology captures and utilizes the thermal energy (heat) which is released (lost) to the environment. The captured thermal energy can be used to produce steam, which in turn can drive a steam turbine to generate electricity. At a smaller scale, CHP systems, industrial gas turbines or reciprocating engines fuelled by gas or oil are employed. Apart from electricity generation, the captured heat can be used in other thermal processes such as steam generation or water heating. Typically, the overall efficiency of CHP plants is much higher than the one exhibited by conventional power plants, namely of the order of 75% – 85% [58].

 

 

Heat recovery

 

It is estimated that waste heat represents about 20% – 50% of the overall industrial energy consumption. This is because waste heat can be generated in several forms within an industrial SME, e.g., as hot exhaust gases, cooling water, or heat loss from equipment surfaces and heated components. All thermal industrial processes may reduce their heat demand by utilizing part of these heat losses, appropriately termed as recovered (waste) heat, employing heat (recovery) exchangers. The captured heat is commonly used to preheat the inputs to heat chambers reducing the overall energy demand of the relevant process. Recovered heat may be used by a neighbouring industrial facility. Currently, there are various heat recovery technologies available that can be implemented in industrial plants. In order this technological option to be successful, there should be an easily accessible source of waste heat and a relevant industrial or commercial heat demand to be satisfied, as well as the appropriate recovery technology. SMEs that intend to implement waste heat recovery technologies, should carry out special audits by appropriate staff and/or advisors in order to determine the requirements of their industrial facility and evaluate the technoeconomic feasibility of this solution [58], [66].

 

Waste heat to power

 

The temperatures involved in production processes of certain industrial sectors might be above 1,000°C. Typical examples of such industrial sectors are steel and cement industries. Their corresponding waste heat generated is associated with temperatures reaching 750°C. In some other processes, such as CHP plants and boilers, waste heat might be available at considerably lower temperatures ranging between 160°C and 180°C. The generated waste heat can be converted to power, following the approach that is commonly known as Waste Heat to Power (WHP) technology. Different WHP technologies can be implemented depending on the temperature of the available waste

 

heat. Waste heat available at high temperatures, for instance, is appropriate for the preparation of steam which may be used for electricity generation employing a steam turbine. On the other hand, waste heat available at relatively lower temperatures may be also used to generate electricity with a technology quite similar to the one of steam turbines. In this latter case, however, the working fluids to be used, should have a boiling point much lower than that of water. It is evident, therefore, that industrial SMEs that generate high temperature waste heat should certainly investigate WHP options in their effort to enhance their energy efficiency and reduce their energy footprint [58].

 

Renewable energy

 

Solar water heating could save energy by preheating boiler feedwater in steam boilers for a wide range of chemical and plastic manufacturing operations. The boiler feed can be heated in solar panels up to 80ºC before going to the boiler. Larger combined solar thermal generators would concentrate enough energy to produce steam and electricity [55].

 

 

4.4.   Guidelines to reduce energy footprint targeted to construction

Energy used in the construction sector includes large volumes of diesel for machinery operation as well as electricity for powering buildings and tools, presenting many opportunities to save on energy. The energy-efficient design and construction practices could lead to various benefits [57]. The measures that construction SMEs could implement to improve their energy footprint are given in the following sections.

  • Measures related to diesel machinery and vehicles

 

Because of diesel’s superior combination of power density, performance, and reliability, it is currently the preferred fuel in the construction sector, with a share of more than 75% of all heavy construction equipment. At the same time, newer diesel machines offer higher efficiency compared

 

to equipment older than 15 years and advanced emissions control technology. Additionally, ensuring machinery is well maintained greatly assists in reducing fuel consumption. For instance, filters are low-cost items that could be regularly replaced in order to maximize efficiency.

Regarding the construction sites, connecting them to the grid earlier could also help minimize diesel use by mitigating the need for powered generators.

  • Measures related to project planning

 

On average, equipment on construction sites is idle around 25% of the time, while construction trucks are idle up to 50% of the time. Engine idling can be a significant operating cost due to the unnecessary fuel consumption and the increased maintenance requirements. The implementation of effective project planning and logistics could help reduce idling time. In this context, installing automatic engine shutdown devices and offering fuel-efficiency training for drivers and operators are some measures that would easily be implemented [57].

  • Measures related to accommodation

 

The use of onsite cabins represents one of the biggest opportunities to reduce energy-related costs. Energy demand for accommodation could be reduced by almost 50% with better shading, insulation, lighting, and appliances. Additionally, onsite solar PV could then be used to meet or offset the remaining energy demand, minimizing the onsite diesel-powered generators and reducing carbon emissions [57].

Another strategy that could be followed to reduce energy footprint is the use of prefabricating components for a construction project. Offsite construction typically takes place in specialized, semi-automated environments designed for waste minimization and increased productivity. The prefabrication strategies could also lead to better quality construction which helps reduce downstream energy use and emissions [57].

 

  • Measures related to the use of renewable energy and biodiesel

 

Many diesel-powered construction machines could run on biodiesel blends of up to 20%. Biodiesel does not cost more than ordinary diesel but would substantially reduce CO2 emissions. Although, advanced forms of biodiesel are also emerging. The so-called renewable diesel fuels are similar in their chemical constitution to conventional diesel and therefore no blending is necessary.

Remarkably, the use of 100% renewable diesel could reduce lifecycle CO2 emissions by almost 50% [57].

When connecting to the grid is unfeasible or the required electric loads are not very large, a temporary solar panel installation might be able to provide the needed power. Solar panel installations are environmentally friendly and suitable to reduce carbon emissions and lower fossil fuel consumption. Once the solar panels are in place, they can be used to charge certain power tools and operate machinery. However, solar panel installations do not work properly if the construction company primarily works at night or if more power is needed than the solar panels are capable to produce [58].

The current chapter is addressing the definitions of the factors to consider when selecting suggestions and guidelines to reduce the energy footprint of targeted SMEs. Next, the main factors to consider when selecting measures to improve the energy footprint in SMEs are discussed.


5.1. Owner/Manager Influence

According to [66], commitment from senior managers to environmental management is a prerequisite for providing an organisation with a clear direction in this area. Specifically, in large companies, the decision-making power is usually evenly distributed amongst managers in different departments,

therefore several people are involved in decision-making processes. This means there is a greater possibility that environmental issues for consideration will be raised by at least one person. Regarding SMEs, on the other hand, one owner/manager usually controls the most strategic decisions; therefore, the background, values, and education of just this one person will have a significant impact on the strategic direction of the organisation. The owner/manager of an SME thus has a significant influence on the adoption of environmental management in the organisation. Some owners/managers perceive environmental issues and actions as a threat and associate them with increased financial costs and other negative consequences. They may also have a lack of knowledge of environmental issues and the advantages associated with the implementation of environmental management. Also, often managers hesitate to invest in environmental practices that may have a longer payback period. For this reason, SMEs may not consider complex environmental management practices, such as Lice Cycle Management (LCM). On the other hand, given the influence of the owner/manager in SMEs, a positive attitude towards green and sustainable practices could result in the strategic decision to implement and integrate such approaches into the organisation. It has been argued that mainly due to the hierarchy and decision-making characteristics of SMEs, these companies may be in a better position than larger organisations to apply innovative, green, and sustainable practices.


5.2. Environmental Culture

If the culture of a company is not based on beliefs, values, norms and perceptions that support environmental initiatives, then this will hinder the uptake of environmental management practices. This is closely related to the characteristic “knowledge of environmental issues” since people in organisations, corporates, supply chains and relevant stakeholders need to be aware of the relevance of environmental topics in order to foster a culture that supports the uptake of environmental and sustainable practices. Additionally, it is related to the “owner/manager influence” characteristic as the support of senior managers could significantly encourage the development of environmental culture in the organisation.


5.3. Resource Availability

SMEs often have limited access to financial, technical and human resources. The most critical barrier to any new action or practice for an SME is the relevant costs [67]. However, it is highlighted that cost reductions might be realised by environmental initiatives focused on improved resource efficiency, reduced need for pollution control equipment, and/or reduced hazardous waste disposal. Nowadays, reduced energy and resource consumption is strongly associated with an improved brand reputation [68]. This could lead to a sales increase and higher profits for the companies. However, there may be a perception that the costs related to the application of environmental practices, environmental management training, and the purchase of relevant software, tools and services, cannot be outweighed by the resulting benefits. Consequently, investments with significant short-term financial benefits for SMEs are most likely to be considered. Regarding environmental management, the cost barrier is also closely related to the availability of technical resources that are necessary in order to achieve energy footprint improvements.


5.4. Payback period of energy footprint improvements

As mentioned above, strategic investments for energy footprint management with long-term payback periods are usually not considered by SMEs. This is closely related to the fact that SMEs usually pursue short-term rather than long-term goals due to the special characteristics and liquidity difficulties that they face. However, large enterprises implement medium- and long-term strategic plans, considering the potential trends and future changes in their decision processes. As a result, they can address energy footprint management earlier than SMEs. It is highlighted that SMEs might be less proactive in the adoption of voluntary programmes for improving their environmental performance due to their organisational habits that are hard to break. In this context, support schemes for SMEs were established, including, if they have entered into voluntary agreements, to cover the costs of an energy audit and the implementation of cost-effective recommendations made in the following energy audits [67].


5.5. Knowledge about environmental issues

Regarding SMEs, the limited awareness/knowledge of environmental issues/problems might lead to a limited commitment to the implementation of environmental management practices. One of the main barriers to SMEs in the adaption of energy footprint reduction practices are the scarcity of information and the lack of understanding about environmental problems and the relevant legislation [66]. Additionally, the insufficient information regarding the real costs and the potential benefits of environmental practices are a key barrier to the energy footprint improvement of enterprises. It is often believed, especially by SME owners/managers, that national and/or local governments and larger companies should take a lead on the mitigation of environmental problems. They also think that the environmental impacts of their own business are negligible compared to the impacts of large companies, though SMEs are smaller than large companies, Consequently, the decision-makers in SMEs tend to ignore the environmental impacts associated with their companies’ activities and they do not consider that they have to act to control and reduce their environmental impacts, too.


5.6.   Market Requirements

The market requirements differ significantly between economic sectors, countries, and regions. Specifically, in some markets, the companies are exposed to less market and regulatory pressures towards adopting green and sustainable approaches than others. Market pressures may arise from several stakeholders, such as political movements, environmental groups, local society, supply chain partners and customers. If the organisations providing the product/service do not align with the stakeholders’ values and expectations regarding sustainability and environmental practices, their stakeholders would have a more negative and/or skeptical attitude toward them. Regarding regulatory pressures, for instance, the European Union has established several policies related to energy efficiency, green practices and sustainability, which may range from regulations and directives to recommendations and concerted actions [69]. Since these legislative and policy frameworks have come into force, there has been a significant increase in the adoption of environmental practices and energy footprint reduction measures in Europe. Regarding SMEs, environmental legislation is one of the most important reasons why they invest in environmental management practices.


5.7. Geographical Separation of Production and Consumption

In the past, SMEs used to operate within a specific region, contracting with suppliers and targeting consumers based relatively close to their facilities. Although, things dramatically changed due to globalization. Specifically, not only large companies but also SMEs have partners, suppliers, distributors and customers located all over the world. This leads to a diffused responsibility for the environmental impacts of products. This leads to the diffusion of responsibility for the mitigation of the environmental impacts of the products/services throughout the supply chain. Although, it is more likely that each individual company in the supply chain will primarily work to improve its own environmental performance rather than communicating and collaborating with supply chain parties around the world on the overall improvement of the environmental footprint of the supply chain.


5.8. Supply Chain Management

Supply chain operation can be a competitive advantage for organizations and businesses, provided that cooperation between supply chain entities is done in such a way that the parties do not simply focus on their individual improvements and opportunities, but think outside their own boundaries, approaching opportunities for improvement more holistically both across the supply chain and between different but cooperating supply chains.

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  6. IPCC, “2006 IPCC Guidelines for National Greenhouse Gas Inventories,” 2006. Accessed: 24, 2022. [Online]. Available: https://www.ipcc- nggip.iges.or.jp/public/2006gl/index.html.
  7. Fernandes, C. Nunes, and P. Gomes, “Medidas Transversais de Eficiência Energética para a Indústria,” 2016.
  8. Allen-Bradley – Rockwell Automation, “How a well-planned strategy can help the food & beverage industry more effectively manage its energy-related costs,” 2017.
  9. ABB, “Improving energy efficiency in the food and beverage ”
  10. “Refrigeration | energy.gov.au.” https://www.energov.au/business/equipment-and- technology-guides/refrigeration (accessed Nov. 23, 2022).
  11. “Food and beverage | energy.gov.au.” https://www.energy.gov.au/business/industrysector- guides/manufacturing/food-and-beverage (accessed Nov. 23, 2022).
  12. “Chemicals and plastics | energy.gov.au.” https://www.energy.gov.au/business/industry- sector-guides/manufacturing/chemicals-and-plastics (accessed 23, 2022).

  1. Jouhara, N. Khordehgah, S. Almahmoud, B. Delpech, A. Chauhan, and S. A. Tassou, “Waste heat recovery technologies and applications,” Therm. Sci. Eng. Prog., vol. 6, no. January, pp. 268–289, 2018, doi: 10.1016/j.tsep.2018.04.017.
  2. “Construction | energy.gov.au.” https://www.energov.au/business/industry-sector- guides/construction (accessed Nov. 24, 2022).
  3. “How Do Constructions Sites Get Power? The 3 Main Sources of Power.” https://www.wpowecom/news/how-construction-sites-get-power/ (accessed Nov. 24, 2022).
  4. Trianni A, Cagno E. Dealing with barriers to energy efficiency and SMEs: Some empirical Energy 2012;37:494–504. https://doi.org/10.1016/J.ENERGY.2011.11.005.
  5. Grigoras G, Neagu BC. An Advanced Decision Support Platform in Energy Management to Increase Energy Efficiency for Small and Medium Appl Sci 2020, Vol 10, Page 3505 2020;10:3505. https://doi.org/10.3390/APP10103505.
  6. Cagno E, Moschetta D, Trianni A. Only non-energy benefits from the adoption of energy efficiency measures? A novel framework. J Clean Prod 2019;212:1319–33. https://doi.org/10.1016/J.JCLEPRO.2018.12.049.
  7. Summaries of EU legislation – EUR-Lex d. https://eur- lex.europa.eu/content/summaries/summary-20-expanded-content.html (accessed December 15, 2022).

 

Activities for Sectors

Food, Beverage & Tobacco

Construction SMEs

Chemical and Metal Production

All SMEs

 

 

Actvities

 

Devices

Energy source

Target groups

 

Profession

 

1

Operational Activities

 

Printer

 

electricity

 

All SMEs

Accountant/administra tion

2

Heating/Cooling

Air conditioning

electricity

All SMEs

N/A

3

Lightening

Lights

electricity

All SMEs

N/A

 

4

Operational Activities

Internet/TV Suplpiers

 

electricity

 

All SMEs

N/A, System administration

 

5

Operational Activities

 

Computes

 

electricity

 

All SMEs

Accountant/programm er

 

6

Operational Activities

 

Mobile phone

 

electricity

 

All SMEs

 

Sales/Marketing

 

 

7

 

Operational Activities

Uninterruptable

Power Supply (UPS)

 

 

electricity

 

 

All SMEs

 

N/A, System administration

 

8

Operational Activities

 

Servers

 

electricity

 

All SMEs

N/A, System administration

 

9

 

Presentation

 

Projector

 

electricity

 

All SMEs

N/A, System administration

 

10

 

Presentation

 

Big Screen TV

 

electricity

 

All SMEs

N/A, System administration

 

11

 

Presentation

 

Microfones

 

electricity

 

All SMEs

N/A, System administration

 

12

 

Presentation

 

Audio equipment

 

electricity

 

All SMEs

N/A, System administration

 

 

13

 

Operational Activities

Vibrators to settle

and compact concrete

 

 

electricity

 

Construction SMEs

 

Construction SMEs staff

 

 

14

 

Operational Activities

 

 

Water Pump

 

 

electricity

Construction

SMEs/All SMEs

 

Construction SMEs staff

 

15

Operational Activities

Power Hammers and Drills

 

electricity

Construction SMEs

Construction SMEs staff

 

16

Operational Activities

 

Saws

 

electricity

Construction SMEs

Construction SMEs staff

 

17

Operational Activities

Concrete Batching Plant

 

electricity

Construction SMEs

 

Operator

 

18

Driving/Operatio nal Activities

Concrete Boom Placers

 

fuel

Construction SMEs

Drivers/staff in consruction company

 

19

Driving/Operatio nal Activities

 

Concrete Tanks

 

fuel

Construction SMEs

Drivers/staff in consruction company

 

 

20

Driving/Operatio nal Activities

 

Construction truks

 

fuel

Construction SMEs

Drivers/staff in consruction company

 

 

21

 

Washing/ Operational

 

 

Laundry

 

 

electricity

Food, Beverage &

Tobacco

 

 

Hotels staff

 

 

22

 

Washing/ Operational

Washing

mashine/Dishwash ers

 

 

electricity

Food,

Beverage & Tobacco

 

 

Hotels/restaurant staff

 

 

 

23

 

 

 

Cooking

 

 

 

Coffee machine

 

 

 

electricity

Food, Beverage &

Tobacco/All SMEs

 

 

 

Hotels/restaurant staff

 

 

24

 

 

Storage

 

 

Fridges

 

 

electricity

Food, Beverage &

Tobacco

 

 

Hotels/restorant staff

 

 

25

 

 

Cooking

 

 

Ovens

 

 

electricity

Food,

Beverage & Tobacco

 

 

Chefs

 

 

26

 

 

Cooking

 

 

Microwave

 

 

electricity

Food,

Beverage & Tobacco

 

 

Chefs

 

 

27

 

 

Cooking

 

 

Grill

 

Electricity/g as

Food,

Beverage & Tobacco

 

 

Chefs

 

 

28

 

 

Serving

 

 

Steam Tables

 

 

electricity

Food, Beverage &

Tobacco

 

 

Hotels/restorant staff

 

 

29

 

Operational Activities

 

Fridge and Freezers

 

 

electricity

Food,

Beverage & Tobacco

 

 

Hotels/restorant staff

 

 

30

 

 

Cooking

 

 

Deep-Fryers

 

 

electricity

Food,

Beverage & Tobacco

 

 

Hotels/restorant staff

 

 

31

 

Operational Activities

 

 

Ice Machines

 

 

electricity

Food,

Beverage & Tobacco

 

 

Hotels/restorant staff

 

 

32

 

 

Water Heating

 

 

Boilers

 

 

electricity

Food,

Beverage & Tobacco

 

 

Hotels/restorant staff

 

 

 

33

 

Operational Activities

 

 

Ventilation

 

 

electricity

Food,

Beverage & Tobacco

 

 

Hotels/restorant staff

 

 

 

 

34

 

 

 

Operational Activities

 

 

Filtration System

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

35

 

 

 

Operational Activities

 

 

De-oiling System

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

36

 

 

 

Operational Activities

 

 

Ambient Air Cooler

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

37

 

 

 

 

Cooking

 

 

Ovens

 

 

 

Electricity/g as

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

38

 

 

 

 

Cooking

 

 

Fryers

 

 

 

Electricity/g as

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

39

 

 

 

 

Cooking

 

 

Cooking Systems

 

 

 

Electricity/g as

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

41

 

 

 

 

Storage

 

Storage and Handling System

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

42

 

Operational Activities

 

Weighers

 

 

electricity

Food,

Beverage & Tobacco/Foo

 

Construction SMEs staff

 

d Production Industries

 

 

 

 

43

 

 

 

Operational Activities

 

Electronic Dosing Machines

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

44

 

 

 

Operational Activities

 

 

Sorting machines

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

45

 

 

 

Operational Activities

 

Liquid filling machines

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

46

 

 

 

Operational Activities

 

 

Metal Detectors

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

47

 

 

 

Operational Activities

 

 

Cutting machines

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

48

 

 

 

Operational Activities

 

Filling machines (cans)

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

49

 

 

 

Operational Activities

 

Sterilization Machinery

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

50

 

 

Operational Activities

 

Drying

 

 

 

electricity

 

Food, Beverage &

Tobacco/Foo

 

 

Construction SMEs staff

 

d Production Industries

 

 

 

 

51

 

 

 

Operational Activities

 

Labelling- Automatic Labeller

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

 

 

 

52

 

 

 

Operational Activities

 

 

Packing Machines

 

 

 

 

electricity

Food, Beverage & Tobacco/Foo

d Production Industries

 

 

 

Construction SMEs staff

 

10

9

 

Operational Activities

 

 

Plate procesing

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

11

0

 

Operational Activities

 

 

Drilling machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

11

1

 

Operational Activities

 

Robotic cuting machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

11

2

 

Operational Activities

 

 

Sawing machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

11

3

 

Operational Activities

 

 

Painting machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

11

4

 

Operational Activities

 

Shot blasting machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

11

5

 

Operational Activities

 

Punching machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

11

6

 

Operational Activities

 

 

Shearing machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

11

7

 

Operational Activities

 

 

Milling machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

 

11

8

 

Operational Activities

 

 

Grinding Machine

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

11

9

 

Operational Activities

 

 

Shaper Machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

12

0

 

Operational Activities

 

 

Lathe Machine

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

12

1

 

Operational Activities

 

Broaching Machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

12

2

 

Operational Activities

 

 

Shearing machine

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

12

3

 

Operational Activities

 

 

Hobbing Machines

 

 

electricity

Metal

processing SMEs

 

Metal processing SMEs staff

 

12

4

 

Operational Activities

 

 

Sintering

 

 

fuels

Metal

processing SMEs

 

Metal processing SMEs staff

 

12

5

 

Operational Activities

 

 

Coke Ovens

 

 

fuels

Metal

processing SMEs

 

Metal processing SMEs staff

 

12

6

 

Operational Activities

 

 

Blast Furnace

 

 

fuels

Metal

processing SMEs

 

Metal processing SMEs staff

 

12

7

 

Operational Activities

 

Basic Oxygen Furnace

 

 

fuels

Metal

processing SMEs

 

Metal processing SMEs staff

12

8

Operational Activities

Centrifugal Machines

 

electricity

Chemical industry

 

Staff Chemical industry

12

9

Operational Activities

 

Kettles

 

electricity

Chemical industry

 

Staff Chemical industry

13

0

Operational Activities

 

Tanks

 

electricity

Chemical industry

 

Staff Chemical industry

13

1

Operational Activities

 

Vacuum Pans

 

electricity

Chemical industry

 

Staff Chemical industry

13

2

Operational Activities

 

Agitators

 

electricity

Chemical industry

 

Staff Chemical industry

 

13

3

Operational Activities

 

High Shear Mixers

 

electricity

Chemical industry

 

Staff Chemical industry

 

 

13

4

 

 

Operational Activities

 

 

 

Fluid Transfer

 

 

 

electricity

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

13

5

Operational Activities

 

Mixers

 

electricity

Chemical industry

 

Staff Chemical industry

13

6

Operational Activities

 

Blenders

 

electricity

Chemical industry

 

Staff Chemical industry

13

7

Operational Activities

 

Hot Air Generator

 

electricity

Chemical industry

 

Staff Chemical industry

 

 

13

8

 

 

Operational Activities

 

 

 

Evaporators

 

 

 

electricity

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

13

9

Operational Activities

 

Dryers

 

electricity

Chemical industry

 

Staff Chemical industry

 

14

0

 

Operational Activities

Humidity and

temperature control units

 

 

electricity

 

Chemical industry

 

 

Staff Chemical industry

14

1

Operational Activities

 

Stills

 

electricity

Chemical industry

 

Staff Chemical industry

14

2

Operational Activities

Reactors for distillation

 

electricity

Chemical industry

 

Staff Chemical industry

14

3

Operational Activities

Fluid beds and blenders

 

electricity

Chemical industry

 

Staff Chemical industry

 

 

14

4

 

 

Operational Activities

 

 

 

Water heating

 

 

 

electricity

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

 

 

14

5

 

 

Operational Activities

 

 

 

Ventilation

 

 

 

electricity

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

 

 

14

6

 

 

Operational Activities

 

 

 

Refrigeration

 

 

 

electricity

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

14

7

Operational Activities

Reactors for distillation

 

electricity

Chemical industry

 

Staff Chemical industry

 

 

 

14

8

 

 

Operational Activities

 

 

 

Water heating

 

 

 

fuels

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

 

 

14

9

 

 

Operational Activities

 

 

 

Evaporators

 

 

 

fuels

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

 

 

15

0

 

 

Operational Activities

 

 

 

Chemical reactors

 

 

 

fuels

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

 

 

15

1

 

 

Operational Activities

 

 

 

Cracking

 

 

 

fuels

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

 

 

15

2

 

 

Operational Activities

 

 

 

Rotary dryers

 

 

 

fuels

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

 

 

15

3

 

 

Operational Activities

 

 

 

Rotary kilns

 

 

 

fuels

Chemical industry/All

Manufacturi ng Industry

 

 

 

Staff Chemical industry

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