Bristol-Myers Squibb Company
Awards Submission 2010
Energy Sustainability and Integrated
Energy Management System
Responsible Care Award Submission
June 2010
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Awards Submission 2010
Bristol-Myers Squibb Company
TABLE OF CONTENTS
1. INTRODUCTION
2. CRUISERATH SITE ENERGY USAGE
3. INTEGRATED ENERGY MANAGEMENT SYSTEM
4. ENERGY IMPROVEMENTS FROM A STRUCTURERE ENERGY APPROACH
5. SUMMARY
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1. INTRODUCTION
1.1 Company Details
Company name
Company address
Contact Name
Position
E-mail address
Telephone
1.2
Bristol-Myers Squibb Cruiserath
Cruiserath Road, Mulhuddart, Dublin 15
Paul Miller
Energy Manager
Paul.miller@bms.com
01-8854501
Company background
Bristol-Myers Squibb is a global BioPharma company firmly focused on
itsMission to discover, develop and deliver innovative medicines that help
patients prevail over serious diseases.
Bristol-Myers Squibb, BioPharma strategy uniquely combines the reach and
resources of a major pharma company with the entrepreneurial spirit and
agility of a successful biotech company. With this strategy, we focus on our
customers’ needs, giving maximum priority to accelerating pipeline
development, delivering sales growth and continuing to manage costs.
Preservation of our natural resources also represents one of our key
commitments. At many of our facilities worldwide, our company is integrating
comprehensive energy management and other practices to reduce
environmental impacts. Bristol-Myers Squibb was recognized as eighth among
500 of the largest U.S. corporations in Newsweek’s 2009 Green Ranking. And
Bristol-Myers Squibb was included in the 2009 Dow Jones Sustainability North
America Index of leading sustainability-driven companies.
1.3
BMS Ireland
BMS has 2 sites in Ireland, the Swords site which has been operating in
Ireland since 1964 and a newer site at Cruiserath in West county Dublin which
has been manufacturing since 2004, and employs 160 people; Cruiserath is a
state of the art facility which is currently dedicated to the manufacture of the
hypertension treatment, Irbesartan.
As part of the global commitment to manage costs effectively and also the preservation
of our natural resources, BMS Cruiserath have for the past number of years being
developing its management of energy resources, to enhance efficient use of energy in a
sustainable manner.
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2.0
Cruiserath site Energy use
2.1 Energy usage
BMS Ireland’s energy usage falls into two categories: Natural Gas & electricity which
has a 60/40 split of energy usage.
BMS Ireland submitted for a Responsible Care energy award in 2007 when the energy
sustainability was in its infancy. The original submission highlighted the principles used
on both sites at that time and their success in reducing energy.
This report aims to identify the enhanced and sustained focus that the Cruiserath site
(Largest energy user of the two sites) has achieved since the original responsible care
award. This report will highlight how the management of energy has become embedded
into daily operations on site and how the focus on energy efficiency is sustained through
an integrated management system which has the full backing of senior management.
The success of the Integrated Energy Management System is evident when the past 4
years energy usage is viewed together. See Figure 1 & 2 below
Figure 1 shows that the reduction in actual site energy usage over the period 2005 –
2009, the savings in period 2005 -2007 (early energy management system) were 5,000
mWh or 5% of 2005 total energy.
It is evident by the savings over the second period of 2008 -2009 that the integrated
energy Management system realised greater savings of energy. During this period the
site reduced energy by 15,600 mWh or 16% of 2007 usage levels.
Figure 2 normalises the energy usage to production output, and emphasis the success of
the integrated management system. When normalised the savings were as follows
2005 to 2007 – Normalised energy reduced by 28%
2008 – 2009 – Normalised energy reduced by a further 40%
Production output increased 85% during the period 2005 to 2009. But energy usage
actually reduced by 20% in the same period. When normalised to production output,
total energy reduction in this period was 56%.
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Figure 1 – Total actual energy usage
Total Actual Energy usage
120,000,000
100,000,000
Kwh
80,000,000
60,000,000
40,000,000
20,000,000
0
2005
2006
Natural Gas
2007
2008
Electricity
2009
Total Actual usage
Figure 2 – Total energy usage normalised to manufacturing
Kwh / Tonne
Energy usage Normalised
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
2005
2006
2007
Nat Gas normalised to manuf
2008
2009
Elect normalised to manuf
2.2 CO2 Reduction
As a result of the energy savings in over the period 2005 -2009, the following CO2
emissions to atmosphere were avoided
2005 – 2007 – 334 tonne
2008 - 2009 – 4,321 tonne
Total CO2 reduction to atmosphere 2005 -2009 – 4,655 tonne
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3.0
Integrated Energy Management System on Cruiserath site
3.1
System Development
During late 2005 and early 2006, the need to support the BMS Sustainability 2010 goals
(10% reduction in energy normalised to 2001 usage) and the steep rise in fuel costs
prompted BMS Ireland to review its use of energy and to look for opportunities to reduce
its energy consumption. A cross-site technical services team was established to identify
& realize energy saving opportunities on both sites & share best practice between sites.
Early success in energy projects from 2005 -2007 successfully reduced the sites energy
reliance, but in 2007 – 2008 the site acknowledged that a sustained reduction in energy
usage needed a systematic approach to identifying, prioritizing and implementing
energy projects and monitoring the changes to ensure that the energy reduced was
maintained, rather than it causing a temporary dip in usage.
The site recognised the benefit of a systematic approach to energy efficiency and
implementation for certification to the energy management system (IS393) was initiated
in Q4 2007 culminating in full certification in Q4 2008.
The system is integrated with existing management systems (documentation, change
control, & Operational Excellence processes) already used on site, to ensure ease of
adoption of system by departments. The system is driven by a cross departmental team
(at multiple levels), whose main aims are:
1. Drive energy efficiency initiatives
2. Promote energy awareness on site
3. Drive the identification of further opportunities in their own areas.
The main benefit of a cross departmental team is imbedding the energy management
system within each department, at multiple levels of the organisation. The system
thereby becomes an inherent part of the sites normal operations.
The requirements under the energy management system IS 393 were integrated with an
existing site environmental system ISO14001, to provide ease of management and
uptake to the new system. It also allowed for transition to a combined energy and
environmental system certification if required in future.
The project to gain certification was carried out in house by a cross functional team
representing the main energy using departments & core service departments, such as
Utilities, Facilities, Technical services, Manufacturing, Environmental, Procurement &
Projects departments. The team only used external support for guidance through energy
agreements programme which the site committed to with the Sustainable Energy
Authority of Ireland (SEAI) in 2007. This differed from the majority of other sites seeking
certification as they utilised external resources to supplement internal resources.
The in-house approach in BMS Cruiserath provided the following benefits:
1. Departmental commitment to the system from the start.
2. The final system was clear to the main users; this ensured more rapid take up of
the system as each area was responsible for driving awareness in their own areas.
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3. The group utilised an existing site improvement format called Continuous
improvement (CI) which provided a structured approach to the development of
the energy management system, and set out clear milestones which allow hold
points to ensure senior management buy in through out the process.
4. The system was linked with the IPPC licence requirements for energy – helped to
integrate the system into existing management processes on site.
Completing the entire project using in house resources posed its own challenges such as
1. Resources were from multiple departments with their own departmental time
constraints.
2. Integration with other management systems on site without over complicating
the system, detracting from the main aim to reduce energy in a sustainable way
3. Aligning the energy requirements with the critical site goals.
4. Integrating energy reduction as a core objective for all personnel on site.
5. Ensuring input from stakeholders during the process to ensure full buy at end.
These challenges were over come by a combination of the following
1. Utilising all levels of personnel on site rather than a small management group,
this allowed the required resources to be spread over a greater number of
people, and in turn meant more rapid take up across site.
2. Early awareness of the system and its benefits to senior management, the energy
management system and the resource requirements were highlighted to
management at the start of the project and commitments sought to support the
system at senior management level.
3. Linking the energy management system to existing site requirements, such as
IPPC licence, GHG permit, Corporate sustainability goals, ensure the importance
of the system was understood, and also eliminated duplication of reporting.
4. Regular staged updates to management to identify potential challenges and risks
and agreement on resolutions, this aided management to plan these challenges
in conjunction with other site challenges to ensure that all major activities on
site received the appropriate support when required, the lead to a successful
certification project without any affect to the sites other core activities.
3.2
Training
The system developed on the Cruiserath site recognised that energy efficiency needed
to be a core objective for the site, to this end the system was rolled out across site with
varying levels of training being provided to all levels on site.
Energy Manager
Carried out specific energy related training including
Audit training
Certified energy managers course
Senior management awareness training
Senior management were kept up to date during development of the energy
management system with regular progress presentations, this allowed early input from
all department directors to ensure that the energy management system was fully
understood by management but also to ensure that the new energy management system
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did not work against existing management systems on site.
The core energy
management manual was reviewed by all senior management to provide them with an
understanding of the main aspects of the system.
Area energy Owners
As the main representatives for energy in their departments this team received further
training. Training was completed on the main system documentation
1. The Energy management manual
2. The Aspects and Opportunities register and its related procedure
3. Regular meetings organised to keep the Area Energy Owners (AEO) Team up to
date with changes to the site system and new legislation under the energy remit
All site personnel
It was recognised that all site personnel needed to understand and commit to energy
reduction on site to ensure its sustained success, the following awareness training was
provided for all personnel on site
1. Induction training which provided general awareness of the management system
and the individual’s role under the energy management system.
2. Regular communications to all personnel on general energy related topics to
maintain exposure to energy topics with the aim of keeping energy visible
3. Yearly energy week to raise awareness and also to recognise that the sites energy
reduction can only be sustained with the input of all personnel on site.
Contractor training
Overview training is also provided to contractors as part of their induction training to
raise their awareness of the need to be energy aware in their daily interactions on site.
3.3
Communicating ideas
The aim of all the training is to ensure varying levels of awareness depending on the
person’s level of involvement with the energy management system. The common
message for all people working on site is to raise ideas / suggestions for energy usage
improvement whether it is a new idea or an existing system operating inefficiently, & to
maintain systems in an energy efficient manner. It was recognised at an early stage that
communicating this to all people on site was not sufficient if a system to allow ideas
communication is not in place. The following means to communicate ideas were set up.
1. Communication you your own department Energy Area owner
2. Communicate directly to the energy manager
3. A cross functional communication forum has energy as a topic to allow discussion
As well as individuals communicating ideas other means of identifying energy
opportunities were set up such as
1. Regular department check sheets included energy aspects, such as checks for
leaks, lights being left on etc
2. Quarterly department area walk abouts carried out by the Area energy owner
3. Internal audits carried out on the system & significant energy users yearly.
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4. External reviews as required, such as yearly system audit, vendor suggestions,
special investigations, finding from special working groups under the SEAI large
Industry Energy network (LIEN)
3.4
Energy Aspects and Opportunities
Core to the energy Management system was the Aspects and Opportunities register.
This document provides structure to the system by formally documenting the following
1. All Natural gas & electrical users on site (Energy Aspects)
2. From this aspects list the significant energy using equipment were identified
3. Opportunities were registered in this document to plan projects for year ahead
and also to capture potential projects that were not priority but could be worked
on in future. It provides status on projects in progress and captures future
projects in one place for ease of reference.
4. Rejected projects with reasons for rejection – These are not deleted as they can
be reviewed at some future time as circumstances change, for viability.
The aspects & Opportunities register is the central database in the sites energy
management system.
With the development of the aspects and opportunities register, significant energy
savings initiatives could be better identified and prioritized. This lead to a more
focused allocation of available resources on the large energy consuming equipment. But
did not eliminate the smaller projects. The cross functional team based approach to
energy meant that multiple projects could be executed by different groups on site at
the same time. With this approach both large projects and low hanging fruit initiatives
could be focused on.
The aspects and opportunities register also allowed easy review of potential projects.
For example when a cross functional energy implementation team was set up as part of
the sites Operational Excellence approach, their first point of call was the aspects and
opportunities register to identify the potential projects for implementation by the team.
The team implemented a set of motor efficiency initiatives that they estimated would
save approx 1,000,000 kwh per year. This project ran in 2009 in conjunction with a
number of other energy projects being run by individual departments on site.
3.5
Monitoring and Targeting
It was realised from an early stage of the management system, that monitoring of
energy usage was critical for the following reasons
1. To monitor energy usage which would clarify the usage of the significant energy
users
2. Identify the potential for savings on the largest energy users
3. To provide necessary information for more accurate payback calculations
4. To monitor the success of projects implemented
5. For monitoring of significant equipment for efficient operation.
Two metering system were utilised for the above.
1. Gas usage monitored through the sites process control and monitoring system (DCS)
2. Electrical usage monitored through an electrical asset management system (EAMS)
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Additional local metering is used where the networked systems do not have sufficient
information, and installing additional meters is not cost effective.
Gas Metering plan
FM
Steam generated and
fed to site steam
header
Gas Feed to Incinerator
84%
FM
Steam generated and
fed to incinerator users
Main gas meter to site
FM
FM
Steam
Gas feed to Boilers
12%
FM
Condensate
Gas feed to Facilities Buildings
3 of 4 bldgs metered
4%
FM
HVAC gas
boilers
Electrical metering plan
400 V
400 V
FM
EM
FM
Production
Non process Bldgs LV
Incinerator Fans
EM
FM
3.3 KV
EM
FM
Cooling tower pumps
Utilities MV
MT Glycol Chillers
LT syltherm chillers
Nitrogen generator
compressor
400 V
EM
FM
Utilities LV
HVAC
Air
compressors
400 V
EM
FM
Technical Services LV
Electrical metering is provided at site incomers, area level & on significant energy users.
The metering identifies progress of the sites energy programme by monitoring total site
energy.
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4. ENERGY IMPROVEMENTS FROM A STRUCTED ENERGY APPROACH
4.1
Natural Gas
Gas usage on the Cruiserath site is mainly required for the incinerator to maintain
minimum chamber temperature as per Figure 2a. Based on this the main focus for gas
reduction investigation was aimed at Incinerator plant. Figure 2a / 2b shows the split in
energy usage in 2005 and how it changed in 2007 after implementation of a number of
projects. Figure 2c shows how with a structured energy management approach the
focus was expanded to the plant boilers when monitoring identified an increase in plant
boiler gas usage as a result of savings being made to the incinerator gas usage (As steam
output from incinerator reduced, boiler had to provide more supplemental steam for
site load), It also shows how energy savings increased in the 2nd period (2008 – 2009) as
energy efficiency became more embedded on site.
Graph 2a
The Original 2005 energy split was
heavily loaded to the Incinerator, Gas
usage to incinerator is used as a
supplemental fuel to the waste liquid to
maintain the incinerator above
minimum required temperatures, and
the incinerator has a waste heat boiler
which recovers the heat energy in the
form of steam.
Gas usage split 2005
Front of site, 2756
Boiler, 8957
Incinerator, 57,187
Graph 2b
Gas usage split 2007
Front of site, 1866
Boiler, 13062
Incinerator, 47272
In the period 2005 – 2007 gas reduction
projects were mainly focused on the
incinerator which resulted in a 17%
reduction in gas usage, Boiler gas usage
increased to take up the increase in
production output and also the drop in
steam from incinerator as a result of
the energy initiatives (46% from 2005 to
2007), as well as the large incinerator
projects the area team approach to
energy management enabled a separate
group to concentrate on the smaller
boilers in facilities at the same time as
the incinerator projects, resulting in a
46% reduction in space heating gas
requirements for non process buildings
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Graph 2c
2008 -2009 realised further savings on
the incinerator gas usage (20%) and non
process building space heating (21%). In
addition to the above savings focus was
also put on the steam boilers as the gas
usage to the boilers was increasing,
Projects implemented on the steam
boilers realised a 25% reduction in gas
usage.
Gas usage split 2009
Front of site, 1476
Boiler, 9840
Incinerator, 37884
The savings achieved in gas usage in the period 2005 to 2007 was approx 10%, it
would be expected that opportunities would be finite but with a more structured
approach to identifying and implementing projects the period 2008 to 2009 saw a
further 21% reduction in gas usage. This structured approach continues to yield
further energy savings with energy usage up to end May 2010, reduced by a
further 6% when compared to the first 5 months of 2009.
There were a number of projects carried out over the period 2005 – 2009, which
included reduction of steam requirements at end users as well as reduction of
gas / steam requirements at the energy service. The original Responsible care
submission addressed the project in the first 2 years (2005 to 2007), the main
projects carried out in the period 2008 – 2009 are as follows
HCV guns on Incinerator
The injection nozzles feeding liquid waste solvent into the incinerator were
modified to reduce the amount of atomizing steam required to atomise the liquid
waste into the burner chamber. Savings 950,000 kWh
Scrubber heat exchanger
The heat exchanger to reheat the gas leaving a scrubber for acid vapours was
using steam from the incinerator. Excess steam could be used for this purpose,
but during period of no excess steam, additional steam had to be generated by
the plant boilers, the heat exchanger was modified to allow heat exchange to
use a gas burner at period when there was no excess steam, this optimized the
use of energy in the heat exchanger savings 170,000 kWh
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Incinerator natural gas reduction
A special investigation was carried out under the SEAI (Sustainable Energy Authority of
Irleand) agreements programme. The investigation started by looking at uses for the
excess steam being generated by the incinerator, the investigation highlighted that
there wasn’t a sufficient continuous supply of excess steam to support steam driven
equipment, a further investigation shifted its focus to reduction at source, and yielded
the following.
The nozzles feeding gas into the burner chamber were sized for the original expected
site usage, which included an additional production plant. The incinerator was
oversized for the present operational requirements. The gas supply needed to maintain
a certain back pressure on the gas injection line to the burner chamber, therefore gas
flow could not be reduced further with the existing set up. The solution was to reduce
the size of the gas nozzles which allowed for a smaller flow rate of gas to maintain the
same back pressure in the reduced lines.
Initiative
Savings kWh
HCV guns
950,000
Scrubber heat exchanger duel feed
170,000
Gas nozzle reductions
6,500,000
Projects were also carried out on the steam boilers and front of site to reduce energy in
those areas such as
1. Office area temperature set back to 20°C during normal operation
2. Switching off HVAC out of hours, during period where building is unmanned
3. Centralised control of HVAC controls rather than local
Putting the steam standby boiler into low pressure standby, as the duty steam
boiler is acting as a back up to the incinerator.
Further modification has been identified in the first quarter of 2010 by putting
the standby plant boiler into cold standby.
4. Reduction in air change rates in main manufacturing airs – reduced steam loads
5. Reduction of process vessel heating set point from 150 – 125°C.
4.2 Electricity
The main focus on energy reduction in the period 2005 – 2007 was natural gas, with
some major electrical projects being executed on a case by case basis. Electricity usage
increased by 2,000 mWh (6%) during this period even though energy projects were
executed, this was as a result of a manufacturing output increase of approx 32% during
this period. With the development of the energy management system a more structured
approach was developed to identifying the potential projects to focus on.
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4.3
Structured Energy reduction strategy
1. A register of gas & electrical energy users was developed (site energy Aspects)
2. Using the Aspects register the significant users could easily be identified
3. By understanding where the energy was being used, the potential for energy
reduction could be identified.
4. An opportunities register was developed after reviewing energy users for
significance.
5. Projects in gas & electricity were prioritised based on potential for savings.
6. Operating procedures were developed for significant energy users for their
energy efficient operation.
Using the structured approach above significant electrical users were given the focus
they required. As a result electrical usage dropped considerably in the period 2008 –
2009, even with a continued increase in production output of 40%, electrical savings of
over 2,500 mWh (7%) by end of 2009 electrical usage was 600 mWh below 2005 usage
rates, production output increased 85% over the 4 year period
Electrical Consumption Reduction projects
Below are some of the main electrical reduction projects carried out after the
introduction of the aspects and Opportunities register
Initiative
Savings kWh
Dropping temperature set point of chillers
250,000
Switch off office HVAC out of hours
250,000
Cooling tower water distribution pumps VSD
2,000,000
Fans VSD continuous improvement team (Multiple VSD’s)
1,000,000
Wet bulb control of cooling tower fans
400,000
Control chiller circulation pumps off when chiller is off
300,000
Switch off glove boxes when not required
140,000
Install lighting PIR in warehouse and Eng building
100,000
Cafeteria anti room for out of hours use
50,000
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Summary
The Cruiserath energy management system has evolved from a local department
objective into a fully site integrated system which has focused the available resources
into identifying and implementing sustainable energy efficiency projects on the
Cruiserath site to maximum effect, It is now a system that looks at all aspects of energy
usage on site from new project installations through to existing systems.
Energy has become part of the sites Operational Excellence philosophy, ensuring that
energy efficiency continues to be recognised as core to our sites continued success.
The success of the integrated system in Cruiserath is now being adopted by our sister
site in Swords, which is developing its system for certification to EN 16001 later this
year. Also a new corporate energy management system has recognised the benefits of
the Cruiserath system and has incorporated some of the best aspects of the Cruiserath
system into their energy tracking system.
The integrated energy management system with the backing of senior management has
achieved a structured approach to energy reduction with cross site support for energy
initiatives, leading to a long term sustainable energy efficiency program for the
Cruiserath site.
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