Figure 1: The four-step life-cycle approach to energy management.
that is increasingly being seen to have real finan-
cial and business impact (especially if not treated
seriously and comprehensively), is corporate social
responsibility for the environment. According to the
Dow Jones Sustainability Index, “the annual share perfor-
mance of sustainability leaders exceeded that of sustain-
ability laggards by 1.48 percentage points during the period
It is no surprise then that with the ever increasing impact
of these cost and business drivers, leading pharmaceutical
companies are placing much greater emphasis on managing
their energy use.
An energy management program needs to be considered
as a four-step life cycle process (see Figure 1).
1. Energy audit & measure: collect the data and analyze
2. Fix the basics: use only what is necessary with low energy
technology – mitigate energy loss.
3. Optimize through automation and regulation: manage energy use and maximize the savings by using energy only
4. Monitor, maintain, and improve: ensure savings are embedded and sustained.
ENERGY AUDIT AND MEASURE
Achieving an active energy management model starts
with the collection of data. Monitoring each utility type is
essential; there are many in a pharmaceu-
tical plant from primary sources such as
gas and electricity to secondary media
such as steam, hot and chilled water, and
compressed air. Each has their associated
energy cost and CO2 footprint.
Utility meter and billing data is a starting point. This can be useful for identifying
standing load or idle time consumption
and reviewing tariff suitability, but gives
only a highly aggregated view without the
granularity necessary to pinpoint energy
waste. A metering strategy should be developed and deployed to generate useful
information. Strategies may include being
able to account for 90% of energy by end
THE ENERGY DILEMMA
Pharmaceutical companies have to respond to the nergy dilemma and face the challenges of esca- lating energy costs, increasing legislation, and the pressures of social and environmental corporate
It is well understood that energy price increases are outstripping inflation and this trend is expected to continue
as fossil fuel sources become more scarce and harder to
extract. Add to this the political instability in some regions
with remaining fuel reserves, and natural disasters such as
the tsunami affecting Japan’s nuclear plant sending shock
waves throughout the industry, thus turning some mature
countries away from nuclear generation. Furthermore, the
drive by the world’s governments to reduce CO2 emissions
requires more expensive energy production, which could
include renewable sources, cleaner energy from fossil fuels,
or carbon capture. All of this means that energy is going to
continue to get more expensive in real terms for the foreseeable future.
Not only will companies face these increased direct costs,
but the implementation of environmental policies by many
governments means there are further costs associated with
energy consumption in the form of carbon taxation, or energy levies designed to drive more efficient energy use.
An even greater imperative for many companies, and one
■ By Ian Wilson, Global Program Manager – Energy, Buildings Business, Schneider Electric
Implementing energy saving programs can increase your bottom line
■ 50 MARCH 2014 | PHARMACEUTICAL PROCESSING
■ PHARMPRO. COM