Energy Audit Report

Cawingredients Limited – Leeming Bar

V1.0 – 23-4-2019
ENV-143a

Michael Holness Envantage Limited

Energy Consultant 8 Grange Lane
Tel. 0161 448 7722 Didsbury
DD. 0161 470 6602 Manchester
Mob. 07787 106 887 M20 6RW
Email. [email protected]

Jeff Hood Cawingredients Limited

EHS Coordinator Conygarth Way
Tel. 01677 428 340 (ext 243) Leeming Bar Industrial Estate
Mob. Northallerton
Email. [email protected] DL7 9FD
IMPORTANT NOTICE
This document and the information in it are provided in confidence, for the sole purpose of
Cawingredients Limited, and may not be disclosed to any third party or used for any other purpose
without the express written permission of Cawingredients Limited.

Whilst reasonable steps have been taken to ensure that the information contained within this
document is correct, you should be aware that the information contained within it may be incomplete,
inaccurate or may have become out of date. Accordingly, Michael Holness, Envantage Ltd, its agents,
contractors and sub-contractors make no warranties or representations of any kind as to the content
of the publication or its accuracy and, to the maximum extent permitted by law, accept no liability
whatsoever for the same including without limit, for direct, indirect or consequential loss, business
interruption, loss of profits, production, contracts, goodwill or anticipated savings. Any person making
use of this publication does so at their own risk. No equipment suppliers are specifically recommended
within the report, with all opportunities individually evaluated. Envantage can recommended
equipment suppliers, based on best practices known, under these circumstances introductory
commissions may be included.

The energy savings and implementation costs for the various recommendations are all estimates
based on the limited information available for the assessment. Fluctuating costs of energy should be
taken into account when reviewing the recommendations at any future point in time. The
implementation of strategic energy management practices will assist greatly in the sustainable
strategy for energy efficiency. The report energy fiscal savings and payback periods have been
calculated using the average variable unit costs calculated from the 2018 invoices.

Whilst there may be a degree of double counting in the action plan contained within this report, it
should assist in identifying opportunities and generally quantifying the savings of the actions identified
within this report. Where possible, the effect of implementing one action has been considered in the
calculations for others, based on implementing the most advantageous action in the first instance.

Carbon emissions have been calculated using the 2018 ‘UK Government Emission GHG Conversion
Factors for Company Reporting’. The electricity carbon factor is based on the UK Grid average
(Location Based Scope 2 Carbon Factor, in relation to the GHG Protocol) and does not include
generation, or transmission and distribution losses.

Envantage Ltd is a company limited by guarantee and registered in England and Wales under Company
Number 05065617 with its Registered Office at: 8 Grange Lane, Didsbury, Manchester, M20 6RW.

Page i t.07
CONTENTS
Important Notice ..................................................................................................................................... i
Executive Summary................................................................................................................................. 1
Summary of Opportunities ..................................................................................................................... 2
Introduction ............................................................................................................................................ 3
Energy Review ......................................................................................................................................... 5
Energy Saving Measures Implemented Since ESOS Phase-1 ................................................................ 10
Energy Management Assessment......................................................................................................... 11
Energy Saving Opportunities................................................................................................................. 14
Further Saving Opportunities................................................................................................................ 26
Conclusions ........................................................................................................................................... 27
Appendix 1 – Site Photos ...................................................................................................................... 28

Page ii
EXECUTIVE SUMMARY
This report presents the findings of an ESOS compliant energy audit conducted at the Leeming Bar site
of Cawingredients Limited. The audit objectives are the identification and prioritisation of
opportunities to improve energy performance, reduce energy waste and obtain related environmental
benefits. The audit scope and boundary is restricted to Electricity and Gas as used in the buildings and
processes at the Leeming Bar site. Gas oil is also used at site, but this consumption is minimal, has
been classed as de-minimis under ESOS and has not been audited. Audit outputs include information
on current use and performance. Ranked opportunities for improvement in terms of energy
performance and financial benefits are provided.

The site energy consumption, related CO2e emissions and energy cost for the 12-month period 1st
January 2018 to 31st December 2018 is shown in Table 1.

CO2e Specific Energy

Energy Consumption Cost
Commodity Emissions Consumption
kWh % £ % tonnes (kWh/m²)

Electricity 12,696,293 65.0% £1,430,628 90.3% 3,593.9 321

Natural Gas 6,838,867 35.0% £153,146 9.7% 1258.1 173
TOTAL 19,535,160 £1,583,774 4,852.0
Table 1 - Leeming Bar site Energy Consumption, Energy Cost and CO2e Emissions for the period 1-1-
2018 to 31-12-2018

The site was initially built in 2007 and has expanded since, completing its canned drinks line in 2018.
The company mixes and decants soft drinks into bottles or cans. The process involves mixing and
stirring of ingredients, blow moulding of PET bottles, decanting the drinks, pasteurising and labelling
or sleeving the bottles before packing, palletising and distribution. As of the company’s 2017 accounts,
173 employees work at the site which has an estimated approximate built area of 39,500m2 consisting
of steel frame, steel clad, pitched roof buildings.

Seven opportunities have been identified and initially evaluated, shown in Table 2 - Summary of
Opportunities

. Some will require further investigation; however, most can now be developed with the assistance of
equipment suppliers. Envantage would be pleased to recommend suitable suppliers. Two
opportunities requiring further investigation are also evaluated. Whenever possible, the focus has
been on identifying opportunities that make significant savings, with the potential to be self-funding.
Potential savings of 1,293,440 kWh have been identified (representing 7% of the total energy
consumption), giving total savings of £122,502 with an associated cost of £144,350 and an average
simple payback of 1.2 years. Through the implementation of the identified actions reductions in
carbon emissions equate to approximately 342.4tCO2e per year.

Page 1
SUMMARY OF OPPORTUNITIES
The opportunities are prioritised as below with the first priorities being the improvement of the energy management structure followed by monitoring and
targeting; as without these steps any subsequent opportunities would be difficult to implement and their savings difficult to quantify. The other opportunities
are prioritised by payback.

Estimated Annual Savings

Payback Period
No Opportunity Energy CO2e Estimated Cost (£)
Cost (£) (years)
(kWh) (tonnes)
1 Energy Management and Start-up/Shutdown 195,352 £15,410 48.5 £3,000 0.2

2 Staff Awareness Training 97,676 £7,705 24.3 £1,800 0.2

3 Monitoring and Targeting 390,703 £30,820 97.0 £18,700 0.6

4 Adjust settings for lighting lux sensor controls in canned 62,902 £7,088 17.8 £100 0.0
drinks line building
5 Improve fresh air circulation in compressor room 61,708 £6,953 17.5 £1,500 0.2

6 Identify and repair compressed air leaks 61,091 £6,748 17.3 £1,500 0.2

7 Replace older technology light fittings in main factory for 424,008 £47,778 120.0 £116,550 2.4
LED units including additional controls
Total 1,293,440 £122,502 342.4 £144,350 1.2
Table 2 - Summary of Opportunities

Page 2
INTRODUCTION
This report presents the findings of an ESOS energy audit, conducted at the Cawingredients Limited
Leeming Bar site. The audit objectives are the identification and prioritisation of opportunities to
improve energy performance, reduce energy waste and obtain related environmental benefits. A
more detailed outline of the audit boundary, and any energy consumption excluded from the audit,
can be found in a separate Report.

Ranked recommendations for improvement in terms of energy performance and financial benefits are
provided. The audit was completed by Michael Holness, of Envantage Ltd.

The energy audit is based upon a walk-through audit of the Leeming Bar site, the site contact was Jeff
Hood, in addition interviews with competent employees were undertaken, specifically John Board, the
site’s Engineering Manager. When appropriate, any energy related surveys and proposals completed
since 6th December 2015 have also been considered. Energy consumption data has been based upon
utility invoices and engineering estimates of likely energy consumption.

OBJECTIVES FOR THE VISIT

The objectives for the audit are:
• To serve as a compliance route to meet the ESOS requirements of Cawingredients Limited.
• To identify, quantify and prioritise energy efficiency opportunities for use by the Leeming
Bar site moving forward.
Cawingredients Limited are a very forward-thinking organisation and the company has already
dedicated time and capital to reducing energy consumption across their Leeming Bar site through the
introduction of several measures, among which are:
• Replacement of the 3 Tonne/hour steam boiler with a 9 tonne/hour steam boiler, primarily
for capacity to support the new production line, however the new boiler is much more
efficient with a flue gas economiser and automatic TDS sensor-controlled blowdown.
• Adjustments to steam use in the steam tunnels which melt the shrink-wrap and plastic
sleeves onto the bottles, halving the steam used in this way.
• Steam audit carried out by Spirax Sarco which identified traps and dead legs in the steam
distribution pipework which needed repair/replacement.
• Gradual replacement of fork lift truck batteries used in the distribution warehouse with
lithium batteries which have a reduced charge time, immediate switch off when fully
charged and longer battery life.
• Variable speed drives on selected motors where relevant on production lines.
• 2/3 of site lighting changed to LED, with the newer canning line building also controlled by
lux-sensors
At the opening meeting it was agreed a walk-through audit approach would be undertaken covering
the manufacturing areas, plant rooms, warehouse and offices with the largest energy consuming
equipment likely to be compressed air, steam, process plant and lighting. After considering areas to
improve Energy Management, opportunities are prioritised by payback.

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SITE DETAILS
The original building originates from 2007 and comprises manufacturing, warehousing and offices,
with a combined floor area estimated at 39,500m2.

Over the eleven years since then, a new distribution warehouse has been constructed, as well as a
new gatehouse, additional plant and storage areas, an effluent treatment plant and finally in the latter
part of 2018 a new section of the factory was added to accommodate the new canned drinks line.

With the exception of the gatehouse, buildings are almost all steel frame galvanised steel-clad modern
factory buildings. According to the company’s 2017 accounts, 173 people are employed on site in
either a production operative, management, vehicle driver or office work capacity.

The company operates broadly 24 hours a day 5 days a week on a 3-shift (6-2, 2-10, 10-6) basis.
However, during busier seasons (in the build up to Christmas and during the summer) the company
runs additional shifts on Saturdays and Sundays as required in order to meet demand. In general, the
distribution warehouse operates slightly longer hours than production, but the two are fairly closely
aligned.

The core energy consuming activities relate to process/manufacturing equipment, steam, air
compressors, lighting, charging of fork-lift trucks, an effluent treatment plant, a small chiller plant for
temperature sensitive raw materials and general office equipment.

Manufacturing/process equipment consists of:

• pumping systems to move materials from external silos to mixing vessels
• agitators/stirrers within the mixing vessels
• PET bottle blow-moulding plant which takes plastic ‘shots’ with the screw top pre-formed,
melts the plastic enough to be malleable using ovens heated by electric lamps, and then forms
the bottle shape using high pressure (40 barg) compressed air
• filling lines pumping the product into the finished bottles/cans and screwing on the
caps/pressing on the can lids and adding labels or sleeves
• gluing lines which form cardboard trays
• steam tunnels to melt the label to the bottle and melt shrink-wrap to a case of bottles
• pasteurising tunnels fed by steam
• palletising robots which sort and wrap cases of finished product.

In support of this process is a 9 tonne/hour economised steam boiler operating at approximately 8.6
barg, with good condensate return and a fully insulated hotwell supplying feedwater at approximately
72oC. The compressor room contains three 400W rated high pressure compressors supplying air to
the PET moulding machines at 40 barg, along with two 75kW fixed-speed compressors operating at
around 7.9 barg supplying air to control valves etc within the process equipment.

Page 4
ENERGY REVIEW

DATA COLLECTION INFORMATION

Data has been based on the 12-month period 1st January 2018 to 31st December 2018.

The site has two half-hourly metered electricity supplies, along with a non-daily metered gas supply,
it is recommended that the gas supply is fitted with telemetry to connect to an aM&T system with
monthly reports scheduled for the engineering manager.

CURRENT ENERGY USE

Table 3 - Leeming Bar Energy Consumption, Cost and Average unit rates

3 shows the energy consumption, costs and average unit rates for the period 1-Jan-18 to 31-Dec-18.
The average price is calculated by dividing the total cost (excluding VAT) by the kWh consumption for
the year.

Energy Consumption Cost Average Price*

Fuel / Area
kWh/year % £/year % p/ kWh

Electricity 12,696,293 65.0% £1,430,628 90.3% 11.27

Natural Gas 6,838,867 35.0% £153,146 9.7% 2.24

TOTAL 19,535,160 £1,583,774
Table 3 - Leeming Bar Energy Consumption, Cost and Average unit rates

* Average energy price is calculated from invoices and includes fixed charges.

Looking forward 12-months from now; if prices were to rise by an average of 5%; assuming the same
consumption, costs will rise by approximately £79,189. If these revised prices are factored in, then
savings from the recommendations within this report will rise from £122,502 to £128,627.

Page 5
ELECTRICITY PROFILE ANALYSIS

To understand how electricity is being consumed at the Leeming Bar site, the monthly and daily
consumption profiles have been assessed.

The monthly electricity consumption profile for Leeming Bar is shown below:

Electricity monthly profile

1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
-
kWh Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18

15 8000 1352 023 15 8000 0951 198

Figure 1 - Monthly electricity profile

In this graph the MPAN ending 023 is the warehouse electricity consumption and the MPAN ending
198 is the main factory electricity consumption. It can be seen that although the absolute consumption
fluctuates from month to month the warehouse energy appears relatively consistent as a small
proportion of the overall site energy.

In addition, whilst there is most definitely an increase in energy use during the summer months, which
can be attributed to increased production output during the site’s busiest period, there is also an
overall increase apparent between comparable winter months January and February earlier in the
year versus November and December, this is likely to be due to the newer canned drinks production
line starting to come on line in November.

The site’s electricity is half hourly metered, allowing the electricity consumption profile throughout
the year to be identified and provide details on the site's base load. Management should assess
consumption profiles shown below and assure they accurately reflect actual working hours and
production procedures taking place at the site.

The daily consumption profile has been averaged across the data period, and is shown below:

Page 6
Figure 2 - Average weekly half-hour electricity profile for the main factory

The graph shows a reasonably clear pattern of energy consumption representing the shift pattern over
a week. The first shift of a week starts on a Sunday night and thereafter the site operates 24 hours a
day until Saturday, where there is a shut down through to Sunday night.

Whilst this graph appears to show slow shut down procedures and a smaller shift on Sundays, what
this actually shows is the average of additional overtime shifts worked throughout the year over the
weekends, which blurs the clarity of the profile.

Of note here is the average baseload (minimum energy used when everything else is shut down),
which sits at around 250 kW. Compare this to a specific period when we know the site would definitely
have been fully shut down (Christmas Day) and the baseload sits at 90 kW, which suggests perhaps
the weekend shutdown is not always as comprehensive as it could be.

Page 7
NATURAL GAS PROFILE ANALYSIS:

To understand how gas is being consumed at the Leeming Bar site, the monthly consumption profile
was assessed and gives the profile as below.

Gas kWh by month

800,000

700,000

600,000

500,000

400,000

300,000

200,000

100,000
kWh
-
Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18

Figure 3 - Monthly gas profile

The graph shows the highest gas consumption took place in October 2018, with the lowest
consumption occurring during February. This suggests the gas usage is not related to external
temperature (end of February 2018 was particularly cold with heavy snow, whereas temperatures in
October had not fallen fully from the summer), which corroborates what was observed on site in that
there was no heating provided to the factory and warehouse areas and the main user of gas was the
steam boiler.

It would be sensible to compare the gas monthly consumption profile with the site’s production
output. It is expected there would be a relatively high baseload, but there should nonetheless be some
correlation between the two if the system is being controlled correctly. Were the site able to more
closely monitor gas consumption on a half-hourly basis, a reasonable benchmarking exercise would
be to compare the consumption profile with the site’s working hours (such as has been done with
electricity on the previous page), to verify that the boiler is not operating outside of these times.

Page 8
BENCHMARKING

Benchmarking is the process of assessing and setting targets for improvement and achievement in
order to reduce costs and improve performance. It is an important means of energy management,
allowing companies to compare themselves with the best of the best. Energy benchmarking and
monitoring allows a company to identify deficiencies and adapt to better practice

Benchmarking data is not currently available for this industry sector, and therefore a comparison
between similar sites taking into account building occupancy, size, activities, location and weather
(degree days), could not be carried out.

Page 9
ENERGY SAVING MEASURES IMPLEMENTED
SINCE ESOS PHASE-1
Cawingredients Limited did not meet the threshold for qualification to ESOS in phase 1, therefore were
not required to undertake an energy audit. However, the following energy saving measures have been
implemented by Cawingredients Limited at their Leeming Bar site in recent years:
• Replacement of the 3 Tonne/hour steam boiler with a 9 tonne/hour steam boiler, primarily
for capacity to support the new production line, however the newer boiler is much more
efficient with a flue gas economiser and automatic TDS sensor-controlled blowdown.
• Adjustments to steam use in the steam tunnels which melt the shrink-wrap and plastic
sleeves onto the bottles, halving the steam used in this way.
• Steam audit carried out by Spirax Sarco which identified traps and dead legs in the steam
distribution pipework which needed repair/replacement.
• Gradual replacement of fork lift truck batteries used in the distribution warehouse with
lithium batteries which have a reduced charge time, immediate switch off when fully
charged and longer battery life.
• Variable speed drives on selected motors where relevant on production lines.
• 2/3 of site lighting changed to LED, with the newer canning line building also controlled by
lux-sensors

Therefore, these areas have not been considered for further improvement.

It was discussed during the site visit that the company would like to be able to show the savings made
from such actions, which could then allow the results to be presented to the rest of the company and
outwards as part of the company’s marketing and self-promotion.

In addition, it was pointed out that as part of the process of building the newer areas of the site there
was a requirement to install a number of sub-meters in the switchgear panels. With this in mind, the
company could get somewhat closer to the objective of being able to measure future savings by
connecting the existing meters to loggers and creating reports to compare consumption over periods
before and after any actions are taken.

Page 10
ENERGY MANAGEMENT ASSESSMENT
The status of the company’s current energy management practices is reflected in the following
comments. The matrix is ranked in levels from 0 to 4, with 4 being the highest level of achievement.
The site is relatively new to energy management and has little previous experience in this field apart
from good engineering practice; as such the scores reflect this.

Performance
Level Policy Organising Training Communicating Investment
Management
Energy policy, Resources
Fully integrated Comprehensive
4 Action Plan Appropriate and routinely
into management performance Extensive
and regular comprehensive committed to
structure with measurement communication of
review have staff training energy
clear against targets energy issues
active tailored to efficiency in
accountability for with effective within and outside
commitment identified needs, support of
energy management of organisation
of top with evaluation business
consumption reporting
management objectives

Clear line
3 Formal policy
management
Energy training Weekly Regular staff Same appraisal
but no active targeted at major performance briefings, criteria used as
accountability for
commitment users following measurement for performance for other cost
consumption and
from top training needs each process, unit, reporting and reduction
responsibility for
management analysis or building energy promotion projects
improvement

Some use of
Some delegation Low or medium
2 Ad-Hoc internal company
of responsibility Monthly cost measures
Un-adopted training for communication
but line monitoring by fuel considered if
Policy selected people as mechanisms to
management and type short payback
required promote energy
authority unclear period
efficiency
Ad-Hoc informal
An unwritten Informal, mostly Technical staff Only low or no
1 Invoice checking contacts used to
set of focused on energy occasionally attend cost measures
only promote energy
guidelines supply specialist courses taken
efficiency
No No investment
No delegation of No energy related No measurement
0 No explicit communication or in improving
responsibility for staff training of energy costs or
energy Policy promotion of energy
managing energy provided consumptions
energy issues efficiency

Table 4 - Energy Management Matrix

Policy - Leeming Bar ranks 1 out of 4, where level 4 was considered an appropriate target.

The company has an unwritten set of aims to reduce energy consumption, but this has not been
formalised into an agreed policy with targets set. The company has a broad policy on environmental
issues formulated as part of their certification under ISO:14001 and some mention of energy is made
under this. It is recommended that a standalone energy policy is developed and that it is committed
to by the senior management team. The policy should state commitment, set targets, enforce
effective monitoring and targeting and state the company’s future commitment to energy efficiency
in the maintenance, operation and procurement of plant and equipment.

This should be displayed in a central location so that all staff can review the policy and additional
feedback added from ongoing projects to reduce energy consumption and plans for any future energy
saving programme of works.

Page 11
Organising - Leeming Bar ranks 2 out of 4, with level 3 being judged as an achievable target

The Company has a dedicated engineering manager who has responsibility for energy efficiency
improvement projects, but actions are taken on a fairly ad-hoc basis. It is recommended that energy
targets are incorporated in monthly/quarterly and annual board meetings so that energy targets are
periodically reviewed and future projects identified with commitment of resources from senior
management to ensure success. Regular updates for an "Energy Management Notice Board" and
additional communications to disseminate information across the site(s) should also be carried out.

Training - Leeming Bar ranks 2 out of 4, where level 3 was believed to be a fair objective

Some external and internal training is provided to specific staff depending upon their job role but this
is minimal. Energy is considered as part of the employee induction in terms of shut down and start up
procedures. It is recommended that a full training analysis of staff is carried out and documented.
Targeted energy awareness training should be provided to all staff, with the programmes designed to
provide an adequate level of information depending upon the specific job role/undertakings as
informed by the training analysis.

Performance Measurement - Leeming Bar ranks 2 out of 4, where level 4 was set as the ultimate goal

Monthly invoices are collated and used to monitor changes in monthly energy consumption against
expectations, which is an excellent start. It is recommended that this process is expanded to include
monitoring of additional external drivers for energy use, such as production output and that these are
reported on a monthly basis. Energy usage information should be disseminated to staff to increase
their understanding of consumption patterns and to develop energy awareness across the site.

The site missed the opportunity to join a Climate Change Agreement during 2013-2018, a CCA would
provide an incentivised, targeted structure for Cawingredients at an appropriate level. It is
recommended the company consider joining a CCA in future, should the window for new applicants
be reopened. In the meantime, the company could consider setting up a pseudo version with similar
targets and performance measurement to ensure a state of readiness for when the real thing is
available, but also to embed the culture of setting and measuring against energy efficiency targets
into the company’s management structure.

Communicating - Leeming Bar ranks 1 out of 4, where between levels 2 and 3 is considered an
appropriate objective.

The company has limited, informal contact with some staff promoting energy saving measures. From
other sites visited the energy teams have created dedicated staff energy/environmental notice boards
as a central location to display information about energy usage across the site and ongoing internal
projects. They have also used this as a forum for staff suggestions with a list of suggestions received
and the evaluation of the suggestion listing any future actions/projected that are to be undertaken.
The board has also been used to communicate energy saving measures that staff can adopt at home.

Page 12
It is recommended that a similar tailored approach is adopted at this site. Positive feedback should
also be provided in order to continually drive the staff awareness process.

Investment - Leeming Bar ranks 2 out of 4, with level 3 being considered a reasonable aim.
The site has explored common sense energy management strategies and at present only low to
medium cost energy saving measures with a payback of 5 years or less have been considered for
investment opportunities. It is recommended that action plans are drawn up to highlight all future
investment requirements to reduce energy waste and improve the overall performance of the site.
The Enhanced Capital Allowance Scheme and the associated Energy Technology list should be
investigated when purchasing new equipment, as tax breaks are available on energy efficient plant
and equipment, such as lighting controls. Life cycle costs should also form part of the overall business
case for new investments to ensure that energy efficiencies are considered for all future purchasing
discussions.

Page 13
ENERGY SAVING OPPORTUNITIES
The following opportunities provide a summary of the potential savings in energy consumption and
costs, along with the initial outlay costs, and a simple payback calculation. Please note that the
implementation of some of the energy saving measures will impact on the savings that can be
achieved by other opportunities. This means that there might be a degree of duplication of savings if
all the measures are implemented.

1) IMPROVE ENERGY MANAGEMENT STRUCTURE & IMPLEMENT

SIMPLE START UP AND SHUT DOWN PROCEDURES

Energy Savings Cost Saving CO2e Savings Cost Payback

(kWh/year) (£/yr) (tonnes/yr) (£) (Years)
195,352 £15,410 48.5 £3,000 0.2

Details:
As described in the Energy Management Assessment section, the company has made some strides
forward in terms of its energy management structure. On the whole the company’s attitude towards
environmental sustainability and energy consumption is positive, with a knowledgeable engineering
manager, environmental controls and a board which is willing to invest in projects, this is
commendable.

However, there is always scope for improvement, specifically in this instance:

• as could be seen from the analysis of HH data, there is scope for improvement in terms of
start-up and shut down procedures
• a formal energy policy and plan endorsed by the board
• joining a Climate Change Agreement when the opportunity arises, potentially creating a
pseudo/equivalent version of this internally in the meantime

Whilst it is not recommended that Cawingredients Limited gain accreditation specifically under
ISO:50001, an equivalent internal integrated management structure that focusses on energy use,
energy performance and energy efficiency would allow the organisation to follow a systematic
approach to manage energy use and achieve continual improvement of energy performance.

The implementation of an energy management system will enable Cawingredients Limited to establish
a clear energy management structure, with top management commitment, in order to implement the
range of energy saving initiatives outlined in this report. For the implementation of other initiatives to
be successful, it is highly recommended that a formal energy management structure is implemented
first.

Rationale:
The capital cost of £3,000 is estimated based upon required management time and cost of producing
a formal energy policy and strategy, (this excludes the cost of implementing ISO 50001 fully). Potential

Page 14
energy savings at the site will be highlighted through the creation of a formal framework, increasing
awareness with simple procedures. Whilst it is difficult to estimate the savings that management
improvements can identify, the experience of the Carbon Trust was that up to 3% of the site’s energy
consumption was typical. However, given the good work the site has already done to date a
conservative estimate of 1% was considered more appropriate. Savings have therefore been
calculated on this basis, which result in an annual energy savings on electricity of 195,352 kWh,
equating to £15,410 in cost savings. This gives a simple payback time of 0.2 years.

Risks:
Additional management time is required, which may be seen as a distraction in the future if focus is
not maintained. After a period of time bad housekeeping practice will tend to reappear, and earlier
successes may be undermined. This is best addressed by making energy awareness part of the
company induction programme and undertaking regular refresher campaigns.

Implementation Steps:
1. Define management responsibility.
2. Establish an energy management team.
3. Appoint energy champions.
4. Define corporate mission / goal.
5. Establish a baseline and set targets.
6. Monitor performance.
7. Create a dedicated energy policy and supporting policies.
8. Create start up and shut down procedures.
9. Communicate.
10. Regularly review.

Page 15
2) STAFF ENERGY AWARENESS TRAINING

Energy Savings Cost Saving CO2e Savings Cost Payback

(kWh/year) (£/yr) (tonnes/yr) (£) (Years)
97,676 £7,705 24.3 £3,000 0.2

Details:
Currently, energy awareness training is minimal on site for most staff, limited to energy related issues
highlighted during staff induction. Studies completed by The Carbon Trust have shown that by
providing appropriate training and raising staff awareness on the issue of energy efficiency, energy
consumption can be reduced. It is recommended that energy awareness training be delivered to staff
following the introduction of formal operating procedures at the site.

Training should be provided to managers, supervisors and energy champions. This would include an
appreciation of how energy is used, a brief walk through audit to identify potential energy waste and
savings opportunities, production of an energy action plan and ‘tool box’ training guidance. These
members of staff would then provide training to the remaining workforce using the ‘tool box’ training
packages. After the initial campaign, refresher training should take place every 12 months.

Energy awareness training should engage with staff and be as interactive as possible. By encouraging
participants to have a say in its processes staff will develop ownership of any saving opportunities
identified. It is important to hold regular awareness campaigns that deliver specific training relating
to energy and energy efficiency to ensure that energy wastages are avoided. This training should be
tailored to meet specific departmental requirements and current knowledge.

It is also recommended that energy awareness training be provided to new employees during
induction. Gaining the cooperation and interest of new staff will boost energy awareness and re-alert
others to their responsibilities.

Rationale:
The capital cost of £1,800 is estimated based upon the site providing professional energy awareness
training to all relevant staff, including specific training for appointed ‘Energy Champions’ and the
energy management team. Whilst it can be difficult to estimate the savings that the provision of
energy awareness training can achieve, the experience of the Carbon Trust is that a further 2% of the
site’s energy consumption, in addition to management improvements alone, was typical. In this
instance, with the influence of staff on most automated systems being limited and to avoid double
counting of savings from energy management policy, a more reserved 1% has been used. Savings have
therefore been calculated on this basis, which result in an annual energy savings on electricity of
97,676kWh, equating to £7,705 in cost savings. This gives a simple payback time of 0.4 years.

Page 16
Risks:
Additional management time is required, which may be seen as a distraction in the future if focus is
not maintained. After a period of time bad housekeeping practice will tend to reappear and earlier
successes may be undermined. This is best addressed by making energy awareness part of the
company induction programme and undertaking regular refresher campaigns.

Implementation Steps:
1. Allocate responsible person.
2. Agree timeline.
3. Provision of ‘Cascade Energy Awareness Training’.
4. Incorporate Energy Awareness into induction training.
5. Complete refresher training on an annual basis.
6. Review savings.

Page 17
3) MONITORING AND TARGETING

Energy Savings Cost Saving CO2e Savings Cost Payback

(kWh/year) (£/yr) (tonnes/yr) (£) (Years)
390,703 £30,820 97.0 £18,700 0.6

Details:
The site is only metered using main fiscal electricity meters with no sub-metering of any energy source
on site. Within the switchgear panels some instantaneous reads could be obtained as a small degree
of sub-metering was installed, however none of the meters were connected to a logger or read with
any degree of frequency. The result of this is that there can be no tracking of energy usage and
performance of individual processes, and it is not possible to set accurate targets for energy
consumption on a granular level.

The installation of sub-metering at the site would allow major energy users to be identified and
highlight consumption profiles across individual areas. Access to site specific data allows issues such
as equipment degradation, poor shut-down procedures and consumption anomalies to be identified.
Actions can then be taken to rectify any issues identified, resulting in energy and cost savings being
achieved.

Rationale:
The budget cost provided is based on the installation of sub-meters to track energy consumption
across major energy users.

It is proposed that sub metering be installed on the following items:

• Air compressors
• Canning line factory
• Major circuits within the main factory (particularly where specific plant can be identified)

The installation of these sub-meters will allow energy consumption across the site to be analysed with
any abnormal usage patterns quickly identified and if possible rectified. Site specific targets can then
be set based on actual consumption use.

Ultimately work can then be scheduled to the most appropriate machine or area. The quoted capital
costs are based on an automated monitoring system.

The costs of installing sub-metering and an energy management system have been calculated to be
£11,200. This is based on the installation of 10 electrical sub-meters (including wiring and GSM
connection to central data loggers) and making use of approximately 10 already in place, plus adding
5 gas meters. A license and management fee is also included, which would be an on-going charge on
an annual basis. Although the cost provided is intended to be a reasonable estimate, a site visit by a
technical engineer would be required to establish the current supply and distribution details and
calculate firm prices.

Page 18
Whilst it is very difficult to estimate the savings that effective monitoring and targeting can identify,
the experience of the Carbon Trust was that a 5% reduction of the site’s energy consumption was
typical. In this case, taking into account the well managed and organised nature of the site, a more
conservative 2% has been estimated. Savings have therefore been calculated on this basis.

Risks:
Monitoring and Targeting will only realise savings if the information provided is acted upon and
working practices amended accordingly. If the champion of the system leaves the company or is
assigned to other responsibilities, the system can stagnate or fall into disuse. It is therefore important
that awareness training is provided to more than one individual. If too many reports are created by
the system, there are risks of data overload occurring and reports being regarded as routine and
ignored. Apart from a core of standard key performance indicator reports, the system should be based
on exception reports.

Implementation Steps:
1. Allocate responsible person.
2. Agree timeline.
3. Read existing utility meters daily or weekly.
4. Implement a simple monitoring and targeting regime.
5. Assess areas of interest for sub metering.
6. Install automatic metering to enable specific process consumption analysis.
7. Monitor and target energy use.
8. Take action on results of M&T.
9. Review savings.

Page 19
4) ADJUST SETTINGS FOR LUX SENSOR CONTROLS IN CANNED
DRINKS LINE BUILDING

Energy Savings Cost Saving CO2e Savings Cost Payback

(kWh/year) (£/yr) (tonnes/yr) (£) (Years)
62,902 £7,088 17.8 £100 0.0

Details:

The lighting in the new canning line building is by LED floodlight-equivalent fittings controlled by a
series of lux sensors. The factory roof has a large number of skylights and receives and plenty of natural
light. On the date of the audit, it was a bright sunny day outside, there was ample natural light from
the rooflights, there is unlikely to be a more suitable time for the lights to switch off, however the
lighting was still on. Assuming the lux sensor settings can be adjusted, it would make sense to ensure
the point at which the lights start to dim or switch off entirely matches the genuine requirement for
lighting in the area. Operators do not require extremely high lux levels to carry out their work as it is
not particularly highly detailed, therefore a reduction in the lux level being aimed for by the system
would lead to a reduction in the on-time of the lighting, leading to energy savings.

Rationale:
The overall energy savings have been based upon reducing the energy consumption of the LED light
fittings identified during the survey by approximately 18%. The operational data has been based upon
the information taken from site regarding the operating hours for the area, with an estimate as to
how much the lights are on currently and how much they could be off.

Costs are based on a small amount of management time to interrogate the sensor system and adjust
appropriately, followed by observation and monitoring to ensure no adverse effects.

Risks:
Care should be taken to adjust the settings in small increments and find the correct balance, rather
than to make sweeping changes, staff working on the factory floor should not see any discernible
impact on their ability to see what they are doing. Guidance could be sought on what an acceptable
lux level is for this type of relatively low detailed work.

Implementation Steps:
1. Adjust system target lux level down
2. Monitor and review
3. Make further adjustments if necessary
4. Monitor and review further if required

Page 20
5) IMPROVE FRESH AIR CIRCULATION IN THE COMPRESSOR ROOM

Energy Savings Cost Saving CO2e Savings Cost Payback

(kWh/year) (£/yr) (tonnes/yr) (£) (Years)
61,708 £6,953 17.5 £1,500 0.2

Details:

The compressor house contains three large WH40 high pressure compressors, along with two 75kW
control pressure compressors operating at 7.5 bar, one of which was being maintained at the time of
the audit. Whilst the compressor house does have some ventilation built into the walls, plus a short
section of extract ducting towards the ceiling which has been recently installed and the large shutter
door was partially open during the audit, the room is still very warm due to the heat given off from
the high-pressure compressors.

It is recommended the site replace the existing ductwork with a series of vertical ducts from as near
as possible to the exhausts of the compressors to the roof of the compressor room where the hot air
can be extracted and the room temperature kept cool. This will allow the air inlets on the compressors
to take in cooler air and therefore run more efficiently.

Rationale:
Air compressors need to be supplied with colder air to run most efficiently. It is estimated that of the
input electrical energy, only around 10-12% goes to the output compressed air, with the remaining
energy being lost as heat.

The cost savings have been based upon improving air flow through the plant room by ducting away
the exhaust air, resulting in estimated annual energy consumption reductions from the compressed
air systems of a conservative 1% (given the site has already taken some measures to extract hot air).

The cost for carrying out this work is estimated, based on the cost of installing ductwork, to be £1,500
in total.

Risks:
No risks associated with this action, save that any ducting which is installed should not get in the way
or impair the ability of the maintenance staff to carry out their work.

Implementation Steps:
1. Contact ductwork suppliers to obtain quotes
2. Install extraction ductwork
3. Monitor and review

Page 21
6) IDENTIFY AND REPAIR COMPRESSED AIR LEAKS

Energy Savings Cost Saving CO2e Savings Cost Payback

(kWh/year) (£/yr) (tonnes/yr) (£) (Years)
61,091 £6,748 17.3 £1,500 0.2

Details:

The site engineering manager has already identified that the pressure drop across the compressed air
system is higher than would be desirable. In addition to plans to place a receiver at the furthest point
from the compressor room, it is recommended that in conjunction with this, the site implements a
program of leak surveys every year to ensure the system is working with minimal pressure losses.

Rationale:
Compressed air is often seen as free whereas it is one of the costliest utilities, with only around 10-
12% of input energy able to be converted to high pressure air. - i.e. it is ten times the cost of electricity.

It is recommended that:
• Regular leak detection is carried out, commencing with the audible leaks, after this ultrasonic
leak detection is preferable to detect smaller leaks that cannot be heard. These can then be
tagged for repair.
• All leaks identified are then repaired. The most common sources of leaks are:
o Leaking pipes, joints, hoses, connections, couplings and pressure regulators.
o Air-using equipment left in operation when not required.

As there are seldom quiet non-production hours, the inspection should be carried out in the following
manner:
• Arrange for external leak detection survey or purchase an ultrasonic leak detector and carry
out the survey say once a week or month in a specific area then move onto the next area the
next week / month so the whole factory is surveyed.
• Identify and tag detailing severity and repair worst leaks first.
• Isolate or strip out redundant or rarely used pipework.
• Repeat at least annually, or better every 6-months.

Savings have been estimated based on reducing the estimated compressed air consumption by 1%
(less the energy already saved by action 5, assuming that would be done first), costs are based on
estimates from experience.

Risks:
Compressed air leaks can reappear over time; therefore it is important that checks are carried out on
an annual basis

Page 22
Implementation Steps:
1. Allocate responsible person
2. Agree timeline
3. Approach compressed air contractor for quotes
4. Schedule survey
5. Carry out survey and repair leaks
6. Review savings
7. Book in next survey

Page 23
7) REPLACE OLDER TECHNOLOGY LIGHTING IN MAIN FACTORY
WITH LED FITTINGS, INCLUDING ADDITIONAL CONTROLS

Energy Savings Cost Saving CO2e Savings Cost Payback

(kWh/year) (£/yr) (tonnes/yr) (£) (Years)
424,008 £47,778 120.0 £116,550 2.4

Details:
Lighting in the main factory area is mostly by older 400W sodium high bay light fittings. The site team
is well aware of the savings to be made from switching to LED as they have done so across much of
the rest of the site. Therefore, this action is quantifying something that is essentially already planned.

In addition, much like in the newer canning line factory area, although at a lower density in the main
factory, there is a reasonable amount of daylight through the skylights in the roof. Use could be made
of natural daylight by linking the new light fittings to a system of lux sensors which could dim or switch
off the lighting when sufficient daylight is available.

Rationale:
Lighting manufacturers are constantly releasing improved light output fittings with reduced energy
input to meet the growing demands to reduce energy consumption related to artificial lighting. Over
the past 3 years LEDs developments have seen the introduction of new slim line LED panel light fittings
that can provide an improved quality of light with a reduced power input. A quality LED fitting also has
an additional advantage of an extend lamp life with the majority of manufacturers guaranteeing at
least 5 years of operation (with lamp lives of up to 50,000hrs), reducing ongoing maintenance costs.

Switching off lighting when it is not required can achieve savings of up to 90% in rarely used areas such
as basements and plant rooms. In areas that are occupied for part of the day, savings will be reduced
but still significant. The addition of modern integrated lighting controls for new fittings will increase
the projected savings by automatically switching off fittings in areas that are no longer in use. For
areas with high levels of natural light options for photocell controls will enable the luminaire to reduce
the light output but will ensure that minimum light lux levels are maintained.

Savings have been estimated based on reducing the estimated lighting consumption by 63%, costs are
based on a reduction in known power rating by switching to LED equivalents, additionally by reducing
the estimated load times with sensor controls which reduce the number of hours the lights are on.

Page 24
Risks:

Not all LED lights are the same. Visually identical LED units can have different operational
performance. If the wrong LED control software is installed the performance of the LED unit will be
inferior. Performance of the LED is also dependent on temperature, which is influenced by the design
of the casing and heat sink. It is recommended that construction certification and warranties are
checked and that a trial installation is completed before committing to a larger purchase. Additionally,
lighting should always meet required levels for health and safety purposes.

Implementation Steps:
1. Obtain firm proposals from LED lighting providers.
2. Confirm the cost saving potential of the proposals.
3. Complete a trial installation of a number (2 or more) of adjacent fittings.
4. Assess user acceptance and product build quality.
5. Implement measure in full.
6. Review the actual savings achieved.

Page 25
FURTHER SAVING OPPORTUNITIES
The following section will consider further recommendations that could not be included in the main
opportunities due to a lack of granular data.

It is recommended that Cawingredients Limited investigate the feasibility of the further opportunities
outlined below through the logging of relevant equipment. This will determine accurate consumption
figures and allow potential savings and payback periods to be calculated.

The installation of a comprehensive M&T system (as described in Opportunity 0 would allow for the
identification of consumption of individual equipment. This data could then be utilised for the scoping
of future energy efficiency opportunities.

1) Combined Heat and Power

Under the site’s current supply arrangements, electricity and gas is imported from the national grid
via local distribution networks with gas then used to provide steam for the production processes and
electricity powering everything else.

An alternative could be to install a combined heat and power plant sized to generate the majority of
the site’s electricity, the waste heat from which would be used to provide hot feedwater to the boiler,
displacing the cold makeup water which is currently supplementing the condensate return in the
hotwell and overall increasing the hotwell temperature. This in turn would reduce the amount of heat
needed to raise steam, thereby reducing gas consumption for this function in turn.

In addition, whilst this would increase overall kWh gas usage (in order to displace imported electricity
the CHP would generate electricity with a gas turbine), the net impact would be to reduce cost, as gas
is cheaper than electricity, and reduce CO2 emissions when the generation, transmission and
distribution of grid electricity are taken into account.

More detailed information and analysis would be required to determine whether this action is
feasible, ideally this would have been considered before purchasing the new boiler and sizing that
boiler with the heat output of the CHP factored in.

2) Power Factor Correction

During 2018 there were several months where the site’s power factor fell below the agreed threshold
and the site’s energy invoice included a charge for reactive power. Whilst the charges over the course
of the year do not add up to a huge amount (~£230) and seem to be mostly during the busiest period
in summer, it is worth keeping an eye on whether this was a one-off year or whether the same is likely
to occur again or to an even greater extent in future.

Page 26
CONCLUSIONS
Seven opportunities have been identified and initially evaluated, shown in Table 2 - Summary of
Opportunities

. Some will require further investigation; however, most can now be developed with the assistance of
equipment suppliers. Envantage would be pleased to recommend suitable suppliers. Two
opportunities requiring further investigation are also evaluated. Whenever possible, the focus has
been on identifying opportunities that make significant savings, with the potential to be self-funding.
Potential savings of 1,293,440 kWh have been identified (representing 7% of the total energy
consumption), giving total savings of £122,502 with an associated cost of £144,350 and an average
simple payback of 1.2 years. Through the implementation of the identified actions reductions in
carbon emissions equate to approximately 342.4tCO2e per year.

An initial implementation programme should be agreed by the company’s energy management team,
and funding obtained to allow for these savings to be realised.

Page 27
APPENDIX 1 – SITE PHOTOS
The following highlight areas relating to good practice and opportunities for improvement

Photo-1 – Steam leak visible above pasteuriser in Photo-2 – The site’s brand-new steam boiler
new factory. The Engineering manager indicated
they were to have this fixed the week following
the survey. Note also the amount of daylight
achieved through the skylights, the artificial
lighting could have been switched off entirely.

Photo-3 – One of three WH40 compressors. The Photo-4 – Existing ductwork in the compressor
compressor room was very warm even with the room. Although recently installed, this was not
shutter door half-open. sufficient to keep the room cool.

Page 28