Energy Management in Energy Intensive Industries - Recommended Technical &amp; Managerial Actions and a Delphi Study

Silva, Vilson Roiz Gonçalves Rebelo da; Loures, Eduardo de Freitas Rocha; Lima, Edson Pinheiro de; Belinaso, Luiz Antonio

doi:10.1590/1678-4324-2023220345

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Article - Engineering, Technology and Techniques • Braz. arch. biol. technol. 66 • 2023 • https://doi.org/10.1590/1678-4324-2023220345 copy

Energy Management in Energy Intensive Industries - Recommended Technical & Managerial Actions and a Delphi Study

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

This paper presents the proposition of a set of technical and managerial actions recommended for the management of energy in industry. Economic, environmental, political and social aspects have been putting pressure on the whole society for a more conscious and efficient use and consumption of energy in its diverse forms. Energy-intensive industries show a high energy consumption, they work with processes in severe temperature conditions, residual dissipation of heat and flux of not used residues, always being subject to great environment risks. These large-sized companies offer great opportunities for making energy more efficient, use of co-generation and various other possibilities for a better management and improvement of energetic performance. The research is characterized as quali-quantitative, exploratory and descriptive, presenting a statistical analysis for the questionnaire answers. The energy management practices refer to procedures used for dealing with energetic issues. In function of the interdisciplinary aspect of energy management in the industry, the management practices can be better understood with technical and managerial continuous or frequent actions. A Delphi study for verification of the validity of the proposed technical and managerial actions was carried out together with academia and industry specialists. The results show a favorable positioning, confirmed by a reliability rate among suitable evaluators (IRR - Inter Rater Reliability). The set of technical and managerial actions is made up of reference elements for creation, organization and conduction of an energy management system in the industry.

Keywords:
Energy Management System; Energy Intensive industries; Delphi study; Technical and Managerial Actions

HIGHLIGHTS

• Proposition of a set of technical and managerial actions for an energy management system.

• A Delphi study with Brazilian PhD specialist with academia and industry for referendum.

• Approaches based on ISO 50001 and ANSI/MSE 2000.

Phase: Plan
Technical actions	Managerial actions
Long-term strategies for EnM [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.]. Payoff criteria when investing in equipment replacement [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.] [¹⁷17 Bunse K, Vodicka M, Schönsleben P, Brülhart M, Ernst FO. Integrating energy efficiency performance in production management: gap analysis between industrial needs and scientific literature. J. Clean. Prod.; 2010; 19: 667-79.].	Designation of energy manager [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.] [¹⁵15 Boyd G, Dutrow E, Tunnessen W. The evolution of the ENERGY STAR® energy performance indicator for benchmarking industrial plant manufacturing energy use. J. Clean. Prod. 2007;16(6):709-15.] [¹⁶16 Rudberg M, Waldemarsson M, Lidestam, H. Strategic perspectives on energy management: a case study in the process industry. Appl. Energy. 2013; 104; 487-96.] Creation of energy management team or internal commission for energy conservation [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.] [¹⁵15 Boyd G, Dutrow E, Tunnessen W. The evolution of the ENERGY STAR® energy performance indicator for benchmarking industrial plant manufacturing energy use. J. Clean. Prod. 2007;16(6):709-15.].
Energy performance indicators (EnPIs) [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [¹⁸18 Saygin D, Worrell E, Patel MK, Gielen DJ. Benchmarking the energy use of energy-intensive industries in industrialized and in developing countries. Energy. 2011; 36(11): 6661-73.] [¹⁹19 Chan DYL, Huang CF, Lin WC, Hong GB. Energy efficiency benchmarking of energy-intensive industries in Taiwan. Energy Convers Manag.2014; 77: 216-20.] [²⁰20 Stenqvist C. Trends in energy performance of the Swedish pulp and paper industry: 1984-2011. Energy Efficiency. 2015; 8(1); 17-1.].	Define energy policy [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.].
Conduct detailed (initial) energy review [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [²¹21 Palm J, Thollander P. An interdisciplinary perspective on industrial energy efficiency. Appl. Energy. 2016; 87; 3255-61.] [²²22 Giacone E, Mancò S. Energy efficiency measurement in industrial processes. Energy. 2012; 38(1): 331-45.].

Phase: Do
Technical actions	Managerial actions
	Hiring of Energy Services Companies (ESCOs) [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [²³23 Sorrell S. The economics of energy service contracts. Energy Policy. 2006; 35(1): 507-21.].
Submetering - It is related to the "Do" and "Check” phases [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [²¹21 Palm J, Thollander P. An interdisciplinary perspective on industrial energy efficiency. Appl. Energy. 2016; 87; 3255-61.] [²²22 Giacone E, Mancò S. Energy efficiency measurement in industrial processes. Energy. 2012; 38(1): 331-45.].	Training to prevent accidents and risks related to different types of energy [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.].
Energy measuring and monitoring systems - It is related to the “Do" and "Check" phases [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [²²22 Giacone E, Mancò S. Energy efficiency measurement in industrial processes. Energy. 2012; 38(1): 331-45.] [²⁴24 Price L, Wang X, Yun J. The challenge of reducing energy consumption of the Top-1000 largest industrial enterprises in China. Energy Policy. 2010; 38(11): 6485-98.].	Energy education training [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [¹³13 Associação Brasileira de Normas Técnicas. NBR ISO 50001:2011 - Sistemas de Gestão da Energia - Requisitos com orientações para uso. Rio de Janeiro, 2011.] [¹⁷17 Bunse K, Vodicka M, Schönsleben P, Brülhart M, Ernst FO. Integrating energy efficiency performance in production management: gap analysis between industrial needs and scientific literature. J. Clean. Prod.; 2010; 19: 667-79.] [²⁵25 Trianni A, Cagno E, Thollander P, Backlund S. Barriers to industrial energy efficiency in foundries: a European comparison. J. Clean. Prod. 2013; 40: 161-76.].
Combined heat and electricity techniques- Cogeneration (CHP) [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [²⁶26 Phylipsen G, Blok K, Worrell E. International comparisons of energy efficiency - Methodologies for the manufacturing industry. Energy Policy. 1997; 25: 715-25.] [²⁷27 Worrell E, Bernstein L, Roy J, Price L, Harnisch J. Industrial energy efficiency and climate change mitigation. Energy Efficiency. 2008; 2(2): 109-23.].

Phase: Check
Technical actions	Managerial actions
Energy audits in diagnostics format. [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.] [²⁰20 Stenqvist C. Trends in energy performance of the Swedish pulp and paper industry: 1984-2011. Energy Efficiency. 2015; 8(1); 17-1.].	EnMS internal audit [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.] [²⁰20 Stenqvist C. Trends in energy performance of the Swedish pulp and paper industry: 1984-2011. Energy Efficiency. 2015; 8(1); 17-1.].
Benchmarking techniques (energy consumption, energy efficiency) [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [¹³13 Associação Brasileira de Normas Técnicas. NBR ISO 50001:2011 - Sistemas de Gestão da Energia - Requisitos com orientações para uso. Rio de Janeiro, 2011.] [¹⁹19 Chan DYL, Huang CF, Lin WC, Hong GB. Energy efficiency benchmarking of energy-intensive industries in Taiwan. Energy Convers Manag.2014; 77: 216-20.] [²²22 Giacone E, Mancò S. Energy efficiency measurement in industrial processes. Energy. 2012; 38(1): 331-45.].	Corrective and preventive actions in EnMS [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.] [²⁰20 Stenqvist C. Trends in energy performance of the Swedish pulp and paper industry: 1984-2011. Energy Efficiency. 2015; 8(1); 17-1.]

Phase: Act
Technical actions	Managerial actions
Review of energy performance indicators EnPIs [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [¹⁸18 Saygin D, Worrell E, Patel MK, Gielen DJ. Benchmarking the energy use of energy-intensive industries in industrialized and in developing countries. Energy. 2011; 36(11): 6661-73.] [¹⁹19 Chan DYL, Huang CF, Lin WC, Hong GB. Energy efficiency benchmarking of energy-intensive industries in Taiwan. Energy Convers Manag.2014; 77: 216-20.] [²⁰20 Stenqvist C. Trends in energy performance of the Swedish pulp and paper industry: 1984-2011. Energy Efficiency. 2015; 8(1); 17-1.].	Review energy policy [⁶6 Thollander P, Ottosson M. Energy management practices in Swedish energy-intensive industries. J. Clean. Prod. 2010; 18(12): 1125-33.] [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.].
	Analyze audits result in the EnMS [⁷7 Schulze M, Nehler H, Ottosson M, Thollander P. Energy management in industry - a systematic review of previous findings and an integrative conceptual framework. J. Clean. Prod. 2016; 112: 3692-708.] [⁸8 Ates SA, Durakbasa NM. Evaluation of corporate energy management practices of energy intensive industries in Turkey. Energy. 2012; 45(1): 91-81.] [¹⁴14 Abdelaziz EA, Saidur R, Mekhilef S. A review on energy saving strategies in industrial sector. Renewable and Sustainable Energy Reviews. 2011; 15(1): 150-68.] [²⁰20 Stenqvist C. Trends in energy performance of the Swedish pulp and paper industry: 1984-2011. Energy Efficiency. 2015; 8(1); 17-1.].

#	Technical and managerial actions recommended
1	M	The Energy Manager should be a leader, motivator, problem solver and able to deal with different goals.
2	M	The Energy Manager should have experience in energy issues and be available for training / certification.
3	M	The Energy Manager should have social skills and ability to interconnect activities between different work groups.
4	M	The Multifunctional EnMT should be motivated based in the Ad hoc structure (defined purpose).
5	M	The EnMT, along with the Top Management, should define roles, responsibilities, position and authority for the development of the EnMS activities.
6	M	The EnMT should prepare its work plan stating that, among other activities, it needs to monitor bills for electricity, gas and other relevant fuels
7	M	The EnMT should discipline and support the communication and documentation process (paper, electronic, or any other means) of the EnMS.
8	M	The EnMT should encourage and conduct measures to provide company employees with education, training, safety and occupational health (energy), so that there is awareness, competence and change in organizational culture, including that of EnMT itself.
9	T	The EnMT should conduct the energy review and its consequences in the fulfillment of the company's objectives, energy goals and action plans. The energy review may be under the responsibility of the functional area of engineering.
10	M	The EnMT should coordinate/support energy certification activities (including ISO 50001), greenhouse gas inventory control and energy benchmarking.
11	M	The EnMT should coordinate, in the verification stage, monitoring, measurement, analysis (preferably also using International Performance Measurement and Verification Protocol (IPMVP)) and assessment of compliance with legal requirements. Non-conformities must be addressed with corrective and preventive actions.
12	M	Top management should declare its commitment to continuous improvement of the EnMS and establish an energy policy.
13	M	Top management should incorporate a long-term energy strategy into other corporate strategies.
14	M	Top management should appoint a representative with the role of energy manager and approve EnMT declaring support for EnMS.
15	M	A Top management should reward EnMT with financial bonuses and prizes for performance in EnMS activities.
16	M	Top management should identify the scope (scope of activities, facilities and decisions) and boundaries (physical or local and/or organizational limits) of the EnMS.
17	M	Top management should support energy planning, guarantee EnPIs and provide various resources (including software, Information and Communication Technology (ICT) for integrating the EnMS with other systems, e.g. environmental, quality, etc.).
18	M	Top management should approve energy review, objectives, energy targets and action plans.
19	M	Top management should provide internal audit on EnMS and perform review of EnMS at specified times.
20	M	The Company, when adopting “Best Practice” practices such as Total Quality Management, world-class manufacturing, among others, should contemplate aspects of energy efficiency.
21	M	The Company should incorporate energy benchmarking into comparative information activities to be carried out internally and externally.
22	M	The Company should standardize energy management activities with process mapping to facilitate task automation, decision support, value chain analysis, detect strengths/weaknesses and integration failures.
23	M	The Company should adopt the use of ISO 50001energy standard on the condition of certification or self-declaration (initial stage).
24	M	The Company should verify the need to hire an ESCO/specialist.
25	T	The Company should carry out the initial energy review, analyzing: (i) the supply of electricity, gas, etc. and distributed generation with a preference for renewable sources; (ii) use, significant consumption, opportunities for energy efficiency, Best Practices Technology (BPT) and cogeneration.
26	T	The Company should institute and control energy performance indicators (EnPIs)
27	T	The Company should establish an energy baseline using the information from the initial energy review.
28	M	The Company should establish at the implementation and operations stage the following requirements to meet the EnMS: (i) education, training, occupational safety and health (for energy awareness and competence); (ii) communication; (iii) documentation.
29	T	The Company should establish an operational control (maintenance and operation) and a project, both to address the facilities, equipment, systems and processes related to the EnMS.
30	T	The Company should institute procedures for purchasing energy efficient products/equipment and specifications for purchasing energy.
31	M	The Company should comply with legal provisions (country specific), with employee training in occupational safety and health for energy matters. In Brazil, regulatory standards (NR), NR10, NR12 and NR13, among others. Also, when convenient in international aspects, adopt OHSAS 18000.
32	M	The Company should identify and enable funding sources for energy efficiency activities and account for energy costs by products, processes or other needs.
33	M	The Company should analyze and adopt appropriate payback criteria in equipment replacement investments and in the analysis of energy efficiency opportunities.
34	M	The Company should analyze and integrate the EnMS with other compatible systems, such as: management of production processes, quality, environmental, greenhouse gases (GHG), risks, Product Life Cycle Assessment (LCA), assets, Corporate Social Responsibility (CSR), Health and Safety at Work (WHS).
35	T	The Company should identify and evaluate the best practices (Best Available Technology) in the aspects of energy efficiency, mainly in the productive sector.
36	T	The Company should make available ICT tools to support EnMS.
37	T	The Company should provide an electronic monitoring and measuring energy system in real time.
38	T	The Company should provide energy submetering.
39	T	The Company should provide appropriate maintenance instrumentation for energy aspects.
40	T	The Company should provide software (computer programs), simulators for diagnosis, modeling and statistical analysis of energy systems.

	Numbers of years
	Research	Project Implementation	Teaching
Do not participate in this activity.	0	0	0
Less than 2 years.	0	0	0
From 2 to 5 years.	0	2 (14,29%)	4 (28,57%)
From 6 to 10 years.	5 (35,71%)	5 (31,71%)	4 (28,57%)
More than 10 years.	9 (64,29%)	7 (50,00%)	6 (42,86%)

Quantity of
Scientific articles		Projects’ Implementation		Courses
< 10	5 (35,71%)	< 5	3 (21,43%)	< 2	0
From 10 to 19	4 (28, 57%)	From 5 to 9	5 (35, 71%)	From 2 to 4	10 (71, 43%)
From 20 to 50	3 (21,43%)	From 10 to 20	2 (14, 29%)	From 5 to 10	3 (21,43%)
> 50	2 (14,29%)	> 20	4 (28, 57%)	> 10	(7,14%)

IRR	Questions	Provisions
IRR ≥ 0,8	28 questions	No changes needed.
0,7 < IRR < 0,8	8 questions (8, 14 16, 23, 33, 34, 37, 40)	No changes sent a note of clarification.
0,7 < IRR < 0,8	1 question (4)	Improvement was made.
0,5 ≤ IRR ≤ 0,7	3 questions (6, 15, 18)	Questions reformulated.

#	Average	Standard deviation	IRR	#	Average	Standard deviation	IRR
1	1,36	0,48	0,92	21	1,64	0,48	0,92
2	1,43	0,49	0,92	22	1,50	0,50	0,91
3	1,14	0,35	0,96	23	1,57	0,62	0,87
4	1,64	0,61	0,87	24	2,07	0,59	0,88
5	1,43	0,49	0,92	25	1,36	0,48	0,92
6	1,43	0,62	0,87	26	1,50	0,63	0,87
7	1,57	0,62	0,87	27	1,57	0,62	0,87
8	1,71	0,70	0,83	28	1,57	0,49	0,92
9	1,43	0,62	0,87	29	1,71	0,70	0,83
10	1,50	0,63	0,87	30	1,43	0,62	0,87
11	1,29	0,45	0,93	31	1,50	0,50	0,91
12	1,14	0,52	0,91	32	1,50	0,63	0,87
13	1,29	0,45	0,93	33	1,57	0,73	0,82
14	1,50	0,63	0,87	34	1,50	0,63	0,87
15	1,93	0,80	0,78	35	1,64	0,61	0,87
16	1,86	0,83	0,76	36	1,43	0,49	0,92
17	1,29	0,45	0,93	37	1,64	0,61	0,87
18	1,43	0,49	0,92	38	1,64	0,48	0,92
19	1,57	0,49	0,92	39	1,71	0,59	0,88
20	1,43	0,49	0,92	40	2,00	0,65	0,85

Instituto de Tecnologia do Paraná - Tecpar Rua Prof. Algacyr Munhoz Mader, 3775 - CIC, 81350-010 Curitiba PR Brazil, Tel.: +55 41 3316-3052/3054, Fax: +55 41 3346-2872 - Curitiba - PR - Brazil
E-mail: babt@tecpar.br

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[1] *Correspondence: vilroiz@eletrica.ufpr.br(VS)

Objective	Obtaining advice and reaching consensus.
Target panelists	Specialists selected based on research objectives (EnM in EII).
Administration	E-mail online survey via web.

Number of rounds	At most three.
First round (drawing)	The questionnaire with a set of instructions to guide its completion is made available as a preliminary model. Specialists are asked about their agreement when individually evaluating each of the proposed technical and managerial actions