ENERGY MANAGEMENT

EET424
Preamble
This course introduces basic knowledge about energy management
and audit. Energy management opportunities in electrical and
mechanical systems are discussed. Demand side management and
ancillary services are explained. Economic analysis of energy
conservation measures are also described.

CATEGORY CREDIT
PEC 3
Syllabus
Module 1

Energy Management - General Principles and Planning: General

principles of energy management and energy management planning
Energy Audit: Definition, need, types and methodologies. Instruments
for energy audit, Energy audit report - Power quality audit.
Energy conservation in buildings: ECBC code (basic
aspects), Building Management System (BMS).
Introduction to energy management and general principles of
energy management.
Energy is an integral part of today’s modern life. It has become the
blood of our day to day life. But it is not free. It comes at a monetary
price but more than that it comes at environment cost too. It is very
difficult to think about our modern life without energy.
 But the generation of energy requires natural resources which
depleting
are day by day. On the other side, use of energy is increasing
exponentially.
In developing nation like India, about 49% of total commercial energy
is consumed in industries and utilities like Compressed Air, Air
Conditioning, Steam, Hot water, Electrical systems, fuel, water system
consumes substantial part of total energy in these industries.
 Thus the need to improve and maintain energy efficiency in industrial
utilities is strongly felt to survive in present scenario of rising energy
costs.
Energy management is the judicious and systematic use of
management and technology to improve an organization's energy
performance.
• Itneeds to integrated, proactive, and incorporate energy
procurement, energy efficiency and renewable energy to be fully
be
effective.
• Energy management is all about reducing the cost of energy used by
the organization, now with the added spin of minimizing
emissions
carbon as well. Certain principles of energy management helps to
provide an initial approach to the problem of effective management of
the energy in a particular sector.
The primary objective of energy management is to maximize profits
or minimize costs. Some desirable sub objectives of energy
management programs include:
1. Improving energy efficiency and reducing energy use,
thereby reducing costs.
2. Reduce greenhouse gas emissions and improve air quality.
3. Cultivating good communications on energy matters.
4. Developing and maintaining effective monitoring, reporting,
management
and strategies for wise energy usage
5. Finding new and better ways to increase returns from
energy investments through research and development
6. Developing interest in and dedication to the energy
management program from all employees
7. Reducing the impacts of curtailments, brownouts,
or any interruption in energy supplies
• Energy management is all about reducing the cost of energy used by
the organization, now with the added spin of minimizing carbon
emissions as well.
• Certain principles of energy management helps to provide an initial
approach to the problem of effective management of the energy in a
particular sector.
• In table below some of the general principles that are applicable
to variety of situation is shown.
wide
• The table also provides an approximate highly qualitative assessment
of relative cost, implementation time, complexity, and benefits based
on experiences.
REVIEW HISTORICAL DATA
• The first principle is to review historical energy use.
• It helps to establish typical seasonal, monthly and even daily energy
use patterns and facilitates identification anomalies such as un
expected spikes or dips in usage, energy use during non business
periods or even gradual energy increases over time that may cause
degradation of equipments.
• Sometimes seasonal variations or scheduling discontinuities are present
but unrecognized; the review process brings them to light and may
suggest ways of combining operations or otherwise effecting savings.
• For example, a plant may experience a surge of manufacturing during a
certain season, yet maintain space condition around year.
• Often the question "why do we do this?" and the answer "that's the way
we've always done it" flag an area for immediate savings.
• Historical data are never sufficient, however, since they provide
the total picture but not the details.
ENERGY AUDIT
• An energy audit is an inspection, survey and analysis of energy flows, for
energy conservation in a building, process or system to reduce the
amount of energy input into the system without negatively affecting the
outputs.
• Energy audit is an activity that serves the purposes of assessing energy
use pattern of a factory or energy consuming equipment and identifying
energy saving opportunities.
• In commercial and industrial real estate, an energy audit is the first step
in identifying opportunities to reduce energy expense and carbon
footprints.
• An energy audit identifies where energy is being consumed and assesses
energy saving opportunities
OPERATION AND
• Improving
MAINTENANCE: housekeeping and maintenance in the plant will generally
save
energy.
• Well-lubricated equipment has reduced frictional losses.
• Cleaned light fixtures transmit more light.
• Changing filters reduces pressure drop.
ANALYSIS:
• Analysis goes hand-in-hand with the energy audit to determine how efficient the
equipment is, to establish what happens if a parameter changes (reduce flow by
50 percent), or to simulate operations (computer models of building or process
energy use).
MORE EFFICIENT EQUIPMENT:
• More efficient equipment can often be substituted to fulfill the same function;
e.g., sodium or metal halide lamps rather than incandescent lamps for area
lighting.
• Many types of industrial and residential/commercial equipment are now rated or
labeled in terms of their efficiency; there are wide variations among different
manufacturers depending on size, quality, capacity, and initial cost.
MORE EFFICIENT PROCESSES
• More efficient processes can often be substituted without
detrimental effect on product quality.
• A classic example is a continuous steel rolling mill, which uses
a continuous process to produce steel products,
avoiding in cooling
involved the andenergy
reheating inloss
batch production.
• Another example is powder metallurgy rather than machining to
reduce
process energy; still another is a dry paper-making process which reduces
energy expended to remove water from the finished product.
• Inert atmosphere ovens can reduce the energy used for drying
solvent- based paints, compared to ultraviolet bake ovens.
ENERGY CONTAINMENT:
• Energy containment seeks to confine energy, reduce losses, and
recover heat.
• Examples include repair of steam leaks, better insulation on boilers
or piping, and installation of recuperates or power recovery devices.
• Compressed air system leaks and HVAC infiltration also result in energy
losses.
• For example, the flue gases from boilers and furnaces provide excellent
opportunities for heat recovery.
• Exhaust heat from flue gas can be used to raise steam or to pre heat the air
to the boiler.
SUBSTITUTE MATERIAL:
• Substitute materials can sometimes be used to advantage.
• For example, in low temperature applications, low-melting-point alloys can
be substituted for high temperature materials.
• A material which is easier to machine, or which involves less energy
to manufacture, can be substituted for an energy-intensive material.
• Water-based paints can be used without baking in certain applications.
MATERIAL
ECONOMY:
• Material economy implies recovery of scrap, reduction of waste,
and "design for salvage."
• The powder metallurgy example cited above also illustrates this principle.
• Product design which permits salvage or recovery of reusable parts, motors,
and components is another example.
• Structures, in fact, can be designed for reuse and relocation.
MATERIAL QUALITY
SELECTION:
• Material quality selection is extremely important, since unnecessary quality
almost always means higher cost and often means greater energy use.
• For example, is distilled water needed, or is de-ionized sufficient?
• Purity of chemicals and process streams has an important impact on energy
expense; trace impurities may not be important for many applications.
AGGREGATION OF ENERGY USES:
• Aggregation of energy uses permits greater efficiency to be achieved in certain
situations.
• For example, in a manufacturing plant it is possible to physically locate certain process
steps in adjacent areas so that the energy used for transportation of materials is
minimized.
• Proper time sequencing of operations can also reduce energy use, for example by using
temperatures generated by one step of the process to provide preheating needed by
another step.
CASCADE OF ENERGY USES:
• Heat recovery is an example of cascading energy use, whereby high temperature heat is
used for one purpose and the waste heat from the process applied to another process step,
and so on.
• There are many sources of waste heat in commercial and industrial facilities.
• Fig showed an example of recovering heat from a gas-fired reformer furnace.
• Energy in the form of heat is also available at a variety of non combustion sources such
as electric motors, crushing and grinding operations, air compressors and air thickening
and drying processes.
• These units require cooling in order to maintain proper operation.
• The heat from these systems can be collected and transferred
to some appropriate use such as space heating.
• An example of this type of heat recovery is shown in the
• figure.
All the energy supplied to the in electrical form is
ultimately
motor transformed into heat and nearly all of it is available
to heat buildings or for domestic water or mine air heating.
ECONOMIC EVALUATION
• Finally, economic evaluation is an essential tool of energy management.
• New equipment, processes, or options must be studied to determine costs
and returns.
• Operating costs, investment tax credits, taxes, depreciation, and the cost
of capital must be included in the analysis for a realistic
picture,
particularly if escalation of fuel and energy prices is considered.
• Implementation of these concepts can take place at several levels.
• Modification and retrofit can be applied to existing equipment
and facilities.
• These can involve either operating budget or capital dollars, depending on
project size and complexity.
• In new facilities, plant designers have many opportunities to improve
efficiency, often without increasing capital costs, simply by planning
which takes into account the anticipated cost and scarcity of energy and
fuel.
• Finally, in construction, builders can specify the most efficient equipment
and materials economically justified.
• When energy costs were negligible, the initial cost of equipment
was often the important consideration.
• Now, with higher operating costs to be expected, a higher initial cost may
be justified if it saves over the project's lifetime.
 ENERGY MANAGEMENT PLANNING
• The stimulus to start an energy management program
must come from somewhere.
• It could originate from a variety of
potential sources, including
concerned individual a who has
noticed
leaks in the
excessive
productionarea,
compressed
a facility air manag
discouraged
maintenance by the increasing time er
requirement
equipment, for repairing old a company president
who is suddenly made aware of rising
energy costs,
carbon a corporate
footprint, a utility(or government)
account mandate
manager to
who notifies
reduce
the company of an opportunity for great incentives, or the
more extreme case of a local utility announcing it is going
to curtail the factory’s fuel supply.
• Reducing energy costs or complying with regulations of one sort or
another are usually the motivation.
• However, even companies that do not face high energy costs find that an
energy management program pays for itself by eliminating waste and
reducing costs; it may also offer the company a marketing advantage or
improved public image because they can potentially tout themselves as a
green business.
• For example, in a group of California hospitals, the Hospital Association
correctly recognized that an energy management program could reduce
operating costs.
• Perhaps more importantly, the association realized that such a program
would be visible evidence that the hospitals were attempting to control
costs, and therefore had important political implications, even though
energy costs were small fraction of total operating costs.
• In many cases, there are several simultaneous motivating factors for
establishing an energy management program due to the myriad drivers and
benefits.
• Where does one begin? An energy management program can be organized
in many ways, but we suggest organizing it in three primary phases:
1. Initiation and planning.
2. Audit and analysis.
3. Implementation and continuous assessment.
• Table 4.1 outlines the planning steps necessary to establish the program.
• Being proactive and following this systematic process, rather than just
reactively implementing projects when energy efficiency problems can no
longer be ignored, greatly increases the likelihood of on-going Success and
continuous energy improvement.
 • Table 4.1 Planning an energy management
program
Initiation and planning phase
1. Commitment by management to an energy management program.
2. Assignment of an energy manager.
3. Creation of an energy management committee of major plant and department
representatives.
Audit and analysis phase
1. Review of historical patterns of fuel and energy use, production, weather,
occupancy, operating

2. Facility walk-through survey

3. Preliminary analyses, review of drawings, data sheets, equipment specifications.
4. Development of energy audit plans.
5. Energy audit covering (i) processes and (ii) facilities and equipment.
6. Calculation of projectedannual energy use based on audit results and expected
weather, operation, and/or production.
7. Comparison with historical energy records.
8. Analysis and simulation (engineering calculations, heat and mass balances,
theoretical efficiency
calculations, computer analysis and simulation) to evaluate energy management
options.
9. Economic analysis of selected energy management options (lifecycle costs, rate of
Implementation and continuous assessment phase
1. Establishment of energy effectiveness goals for the organization and
individual plants.
2. Determination of capital investment requirements and priorities.
3. Implementation of projects.
4. Promotion of continuing awareness and involvement of personnel.

and recording instruments

6. Institution of reporting procedures (“energy tracking” charts) for managers
and
publicize results.
7. Provision for periodic reviews and evaluation of overall energy
management program.
INITIATION AND PLANNING PHASE
Importance of Management Commitment
• Regardless of the motivation for the program, it will not succeed without
a commitment from the firm’s top management.
• For this reason, Table 4.1 lists this as a first step in the initiation
planning phase.
and
• Management must be convinced of two key things, first, the need, and
secondly, the potential economic returns that will result from investing
time and money in the program.
• Obtaining management commitment often requires the presentation of
facts, figures, and costs concerning current energy usage, along with
estimates for the future and projected savings.
• Therefore, it may be necessary for the person responsible for
encouraging program development to do some degree of historical
review prior to the audit and analysis phase to help sell the concept to
management, unless, of course, management is the stimulus for the
program.
Energy Champions
• Once management commits to the program, the next step is to name one
individual the energy manager.
• The energy manager may be a member of the engineering staff in a large
firm, or a maintenance supervisor, electrician, or foreman.
• The energy manager’s core responsibilities are to ensure the
energy management program is accepted by staff and operates
effectively.
• This is not an easy task without the support of management and
Figure 4.1 Energy management organization
chart.
• Therefore, the energy manager’s first step might be to formulate an
energy management committee with representatives from each key
department or division using energy, depending on the size and
complexity of the firm.
• A representative from the accounting department would be another good
addition.
• Next, the energy manager should explain to the department heads
line supervisors the need for the program, taking into consideration the
and
economic and other motivating factors driving the program.
• Collectively, the committee’s main responsibilities will be to ensure the
program has reasonable targets and that goals are successfully met from
the “ground up.”
• Therefore, the committee should take steps to inform all personnel—
from office staff to the production line—of the need, emphasizing that
efforts will be placed on reducing waste and improving productivity
and profitability.
• The energy manager and committee could even devise an incentive
system whereby personnel are awarded for identifying energy
management improvements
• Figure 4.1 shows an example of an energy management organization
chart for an industry with three principal divisions.
• The president established an energy management committee consisting
of an energy manager (appointed by the president) and representatives
of each of the three manufacturing divisions, plant engineering and
maintenance, and the central power plant.
• The purpose of this committee is to coordinate plans, bring in new ideas
and perspectives, and to ensure that actions taken in one part of the plant
do not have an unfavorable effect on another part.
• A similar approach can be taken by a city.
• For example, following the 1973 oil embargo, Los Angeles experienced
serious shortages of fuel oil and was forced to implement a mandatory
program of electricity cutbacks in the residential, commercial, and
industrial sectors.
• As the city struggled with the problems caused by these changes, the
mayor created an interdepartmental energy conservation committee
(Figure 4.2).
Figure 4.2 Interdepartmental energy conservation committee,
city of Los Angeles.
• This committee met periodically, reviewed or proposed new rules and
regulations, initiated a system of energy reporting for the various city
departments, initiated energy audits in public buildings, and provided
liaison for a series of other energy management initiatives.
Addressing Institutional Barriers
• There are often instances where efficient energy use is discouraged
other
by factors.
• The energy manager should be aware of these barriers and
should understand how to deal with them when confronted.
• They fall in several broad categories:
Economic: Rate of return is too low, or lower than alternative investments;
capital is not available; unwillingness to make short-term investments for
long-term returns.
• This is one of the most prevalent challenges faced by energy managers
and energy champions.
• However, there are funding opportunities that can help address
barrier
this
.
• Most utility companies—gas and electric—offer a wide variety of
programs that provide services or financial incentives to encourage
efficient energy use.
• Exploring utility program opportunities is an important first step for
energy managers.
• Additionally, some energy service companies (ESCOs) offer financing
support or energy performance contracts to firms whereby the ESCO pays
the capital costs and the firm repays the debt out of money saved on their
energy bills; these contracts typically involve performance guarantees so
that the firm only pays if the energy savings were actually realized.
Ownership: Unwillingness to make investments in leased buildings or
equipment.
• A classic example is a tenant in a leased building refusing to
make
investments to improve the inefficient air-conditioning system on
the grounds that “it would only benefit the owner.”
• This decision could be the correct one.
• On the other hand, if the investment would pay back in less time than the term
of the lease, if might be justified by the operational savings alone.
• Ideally the landlord could be enticed to participate and provide some
cost- sharing, especially since the energy upgrades would help attract future
tenants.
Tradition, precedent: “This is the way we’ve always
• done it”; to“we’d
“we’d have rather
hire new invest in expanded
maintenance personnel production capacity”;
or train existing staff on how to
use the more sophisticated systems and controls”; “it’s easier to
problems
patch as they occur instead of taking the time to make the case
to management for new equipment.”
• These are all real issues, but some of the easier issues to overcome with a little
education and training.
• Even the desire to invest in expanded production capacity can be addressed at
least partly by efficiency improvements that inherently increase productivity.
AUDIT AND ANALYSIS
PHASE
• After the program initiation and planning phase, the audit and analysis phase
begins.
• This phase consists of a detailed review of historical data, energy audits,
identification of energy management opportunities, energy analysis, and
economic evaluation.
• It involves determining where and how energy is being used and identifying
opportunities for using energy more effectively.
Historical Review
• First consider the methods and objectives of the historical review. Data for
the historical analysis can be compiled from utility bills, facility records of
operating schedules and shifts, equipment inventories, production statistics,
or any other available source of data.
• The objective is to understand both near- and long-term trends in energy
usage.
• For example, what is the reference base, or baseline, of energy use that the
energy management program will attempt to modify?
• Also, what are the past patterns of energy use and what do they signify for
the energy management program?
• Insight into the following types of trends can be useful to the
energy manager:
– Is historical energy use increasing or decreasing? (Consider the past
2_5 years.)
– Are thereseasonal variations in energy use? (Summer or
winter peaks?)
– How complete is the database? (Energy use for the whole plant, for
each division, etc.)
– What have been past trends in energy costs? (10% annual escalation
or what?)
– Are there temporal variations in energy use? (Off-shift versus on-shift;
weekend versus weekday, etc.)
Energy
Audit
• In the energy audit, the auditor or audit team collects detailed information
for each piece of equipment, lighting systems, Heating, ventilating, and
air conditioning (HVAC) systems, and processes, and sometimes
information on the building construction.
• The energy manager and energy committee then use results of the audit
to delineate major areas of energy use and to formulate the next steps in
the energy management plan.
• The audit can be done on a process-by-process basis or on a building or
facility basis, depending on the scope defined during the planning and
initiation stage.
• Auditors may include members of the firm’s maintenance or technical
staff or outside energy specialists could be brought in to conduct the
audit.
• Ideally, the audit team will have a combination of experienced energy
engineers who know how to identify issues and opportunities and facility
personnel who are intimately familiar with the facility’s systems and
operations.
• To obtain detailed system data, the auditor may choose to measure loads
and equipment operating hours (in hours per day, week, or month) using
metering equipment, or he or she may use nameplate
equipment
specifications and knowledge of the typical loads and operating hours to
estimate energy and demand.
• If weather-sensitive loads like space conditioning equipment represent
the largest end-use in the facility, the auditor may decide to develop a
model of the building and then simulate energy usage based on different
weather scenarios.
• After accounting for and calculating energy use for all of the major loads,
auditors can compare the findings with historical records.
• Agreement does not have to be perfect— and it most likely will not be—but
significant discrepancies should be investigated to determine the source and
to verify that major items have not been overlooked or usage overestimated.
• Since the audit includes inspection and analysis of all equipment and
systems within the scope of the program plan, it is one of the major ways to
identify and flag options for more efficient energy use.
Energy and Economic Analyses
• The next step is to investigate more thoroughly the options discovered
during the audit along with any other potential opportunities under
consideration.
• This investigation involves energy and economic analyses for each energy
management opportunity.
• The analysis results help the energy management committee define goals and
select promising projects to implement based on the organization’s priorities.
• Energy and economic analyses of potential projects represent the
most technically challenging portion of the energy management program
IMPLEMENTATION AND CONTINUOUS ASSESSMENT PHASE
• The final phase in the energy management program is really an on-
going
process.
• It comprises establishing energy usage goals; prioritizing and
implementing
projects; measurement, verification, and reporting procedures;
defining
promoting on-going awareness and involvement of personnel; and
continually assessing program goals and
achievements.
Establishing Goals
• After the audit and analysis phase, the energy management committee
has all the necessary information for establishing meaningful energy
management goals and realistic energy usage targets at the system,
process, building, plant, or organization level.
• In thecase of large organizations or multinational corporations,
some may actually have been set prior to initiating the
goals
management program. energy
Prioritizing and Implementing Projects
• Prioritizing and implementing projects identified thus far is one of the most
critical aspect of the entire program, since taking action to realize
improvements is the central goal of an energy management effort.
• Project ranking will depend somewhat on the specific priorities of
the
organization, such as expected economic return, meeting regulations, carbon
footprint, fuel availability, production requirements, etc.
• Obviously, one requirement of the implementation phase is that the
organization or firm be prepared to make the investments necessary to begin
saving energy.
• It is generally useful to categorize the energy management opportunities
identified into three groups:
• Operations and maintenance (“housekeeping”) options.
• Retrofit and modification options.
• New design or major construction options.
• These groups call for an increasing scale of capital investment, ranging
from zero to minimal for housekeeping changes, to extensive for options
requiring new construction.
Inform, Train, and Motivate Personnel
• The implementation and continuous assessment phase also includes actions to
inform, train, and motivate personnel so that the organization fosters a strong
sense of involvement and ownership of the energy management program by
everyone from the factory worker or office employee to the maintenance
personnel and all the way up to top management.
• This point deserves emphasis since it is ultimately human beings that are
entrusted with these marvels of engineering that are supposed to save all
energy and money.
this
• Experience indicates that more efficient equipment and improved processes are
only “half the battle.”
• Obviously, it makes little difference how efficient the plant and equipment are if
any of the following are true:
• Operating personnel do not understand the need for efficiency.
• They do not believe in the need.
• They do not know how to operate their new, improved equipment.
• The human element is vital, and is all-too-often ignored.
Measure, Verify, and Report Performance
• A very important element of this phase is to take measurements, monitor
equipment, and verify that systems are operating as expected and energy
use and performance targets and goals are being met.
• These actions reflect the fundamental management concept that people are
only able to operate effectively if two conditions are in play:
• They know what they are supposed to accomplish.
• They receive feedback that tells them how well they are doing.
• For long-term success and to prevent inefficient habits from returning, it is
essential for this assessment to take place on an on-going basis.
Continuous Program
Assessment
• Finally, the program must succeed.
• It must be reviewed periodically to determine its strengths
and weaknesses.
• It should be flexible, capable of responding to changing
conditions
economic (energy prices, cost of goods and services), new regulations
(equipment, building, environmental), corporate mandates
indices,
(energy carbon footprint, other priorities), and to evolving program
needs (a new process or building is added, an old one is shut down).
• Continuous assessment also permits a review of the success of
implemented projects and provides a basis for revaluating other projects
that failed to pass the first screening during the original implementation
plan.
• An effective energy management program begin with
must management commitment.
• The next step is to evolve a plan for subsequent
•Aactions.
review of historical patterns of energy use provides
the
foundation for energy audits and further engineering studies
and analysis.
• Early in program, suitable criteria must be established for
the
evaluating possible energy management projects.
• Training, personal awareness, and information programs are vital.
• The success of any program depends as much on human motivation
as it does on technology.
 ABCD…. Of Energy
 What is energy audit? Audit
 Need for energy audit
 Goal of energy audit
 Stages of
 Audit
Types of
 Audit
Preliminary Energy
Audit
 Targeted Energy Audit
 Detailed Energy Audit
 Energy Audit
Instruments
 What is Energy
Energy audit - Audit?
a strategic element - REDUCE ENERGY
COSTS and MANAGE ENERGY CONSUMPTION

Examine THE STATE OF ENERGY-USING EQUIPMENT

Take necessary MEASURES to any other repair

improvement
replace and reduce energy losses or
 Energy
An inspection survey Audit
An analysis of energy flows for
energy conservation in a building
Include a process or system to reduce
amount
the of energy input into the system
without negatively affecting the
output
Includes alternative means and
methods for achieving energy savings
 EnergyAu Energy
dit Audit
As per the Energy Conservation Act, 2001, Energy
Audit is defined as "the verification,
monitoring
analysis ofand
use of energy including submission of

technical report ontaining recommendations for

improving energy efficiency with cost benefit analysis
and an action plan to reduce energy consumption".
 Goal of Energy
GoalManagement
of Audi
• To achieve and
Energy
maintain optimum energy
t
procurement and utilization throughout the
organization

• Minimize energy costs / waste without affecting

production & quality

• Minimize environmental effects

 Need for Energy
Audit
Operating expenses for an industry
• Energy (electrical and Thermal), labour and
materials

Savings potential is higher in energy

Energy management – finds strategic area to reduce cost
Energy audit helps to
• Understand the ways energy and fuel are used
• Identify the area where waste can occur
• Find the scope for improvement
 Goal of
Goal of Energy Audit Audit
Energy
• Objective - Determine ways to reduce energy
consumption per unit of product output or to lower
operating costs.

• Energy Audit provides a " bench-mark"

(Reference
point) for managing energy in the organization and
also provides the basis for planning a more effective
use of energy throughout the organization.
 Stages of Energy
Audit

TRACE KTU
 Types of Energy
Audit

Energy
Audit

Preliminary
of Walk- Targeted Audit Detailed
through Audit
Audit
 Preliminary Energy
Exercise to Audit
• Establish energy consumption in the organization
• Estimate the scope for saving
• Identify the most likely (and the easiest areas for
attention)
• Identify immediate (especially no-/low-cost) improvements/
savings
• Set a 'reference point'
• Identify areas for more detailed study/measurement
• Uses existing or easily obtained data
 Targeted Energy Audit
• Based on outcome of preliminary audit results

• Provide data and detailed analysis on specified target projects

• Ex: can concentrate on lighting system or boiler system

or
compressed air system to bring out energy
savings

• Involved detail study on target areas with analysis of energy

flows
and costs associated with the targets
 Detailed Energy
A comprehensive audit provides a detailed Audit
energy project implementation plan for a
facility, evaluates all major energy using systems

Offers the most accurate estimate of energy savings and cost

Considers the interactive effects of all projects, accounts for the energy use of all
major equipment, includes detailed energy cost saving calculations and project cost

Key elements is the energy balance

Based on an inventory of energy using systems, assumptions of current operating

conditions and calculations of energy use

Estimated usage is compared to utility bill charges

 Detailed Energy
Audit
Carried out in 3 Phases

Phase – I : Pre-Audit Phase

Phase – II: Audit Phase

Phase – III: Post-Audit

Phase
10 Steps Methodology for Conducting
Detailed Energy Audit
Step Plan of Action Purpose / Results
No.
Phase I – Pre-Phase Audit
1 Plan and organize Resource planning, Establish/organize an Energy audit
team
Walk through Audit
Organize Instruments & time frame
Informal Interview
with Energy Macro Data collection (suitable to type of
Manager,
Production / Plant Manager industry.) Familiarization of process/plant

activities
First hand observation & Assessment of current level
operation and practices
10 Steps Methodology for Conducting
Detailed Energy Audit
Step Plan of Action Purpose / Results
No.
Phase I – Pre-Phase Audit
2 Conduct of brief meeting / Building up cooperation & rapport
awareness programme with
all divisional heads Orientation, awareness creation
and persons concerned (2- 3
Issue questionnaire tailored for each
hrs.)
department
 10 Steps Methodology for Conducting
DetailedEnergy
Step Plan of Action Purpose / Results
No.
Audit
Phase II – Audit Phase
3 Primary data Historic data analysis, Baseline data collection
gathering, Process Prepare process flow charts
flow diagram,
All service utilities system diagram (Example: Single line
Energy power distribution diagram, water, compressed air & steam
utility diagram distribution

Prepare process flow chart

Design, operating data and schedule of operation

Annual Energy Bill and energy consumption pattern (Refer
manual, log sheet, name plate, interview)
10 Steps Methodology for Conducting
Detailed Energy Audit
Step Plan of Purpose / Results
No. Action
Phase II – Audit Phase
4 Conduct Measurements: Motor survey,
Survey Insulation, and Lighting survey
with portable instruments for collection
and
of more and accurate data.
Monitoring Confirm and compare
operating data with design data.
10 Steps Methodology for Conducting
Detailed Energy Audit
Step Plan of Action Purpose / Results
No.
Phase II – Audit Phase
5 Conduct of Trials/Experiments:
detailed trials 24 hours power monitoring (MD, PF, kWh
/experiments etc.). Load variations trends in pumps, fan
for Boiler/Efficiency trials for (4 – 8 hours)
selected major
energy Furnace Efficiency trials
equipment
Equipments’ Performance experiments etc.
10 Steps Methodology for Conducting
Detailed Energy Audit
Step Plan of Action Purpose / Results
No.
Phase II – Audit Phase

6 Analysis Energy and Material balance

of energy
use Energy loss/waste analysis
10 Steps Methodology for Conducting
Detailed Energy Audit
Step Plan of Action Purpose / Results
No.
Phase II – Audit Phase
7 Identification and Conceive, develop, and refine ideas
development of
Energy Review the previous ideas suggested by unit personal
Conservation
(ENCON) Review the previous ideas suggested by energy audit
opportunities if any
Use brainstorming and value analysis techniques

Contact vendors for new/efficient technology

10 Steps Methodology for Conducting
Detailed Energy Audit
Step Plan of Action Purpose / Results
No.
Phase II – Audit Phase
8 Cost Benefit Assess technical feasibility, economic viability
Analysis and prioritization of ENCON options for
implementation

Select the most promising projects

Prioritize by low, medium, long term

measures
10 Steps Methodology for Conducting
Detailed Energy Audit
Step Plan of Purpose / Results
No. Action
Phase II – Audit Phase
9 Reporting & Documentation, Report Presentation to
Presentation the top Management
to
the Top Final Report preparation on feedback
Management from unit
10 Steps Methodology for Conducting
Detailed Energy Audit
Step Plan of Purpose / Results
No. Action
Phase III – Post-Audit Phase
10 Implementation Assist and Implement ENCON
and Follow-up recommendation measures and
Monitor the performance

Action plan, Schedule for

implementation Monitoring and periodic

 Phase –I: Pre-Audit Phase
 Initial study of site needed to plan the procedures for audit
 Initial site visit and preparation required for detailed auditing
 Can happen in one day – meet personnel concerned & familiarize the site
to assess procedures necessary for audit
 Actions to be carried out during initial site visit
 Discuss with site’s senior management with the aims of the audit
 Discuss guidelines associated with recommendations of the audit
 Analyse major energy consumption data with relevant personnel
 obtain site drawings –building layout, steam distribution, compressed
air distribution, electricity distribution etc.
 Tour the site accompanied by engineer / production manager
 Phase –I: Pre-Audit Phase
Aims of the visit are to:
 Finalize energy audit team
Identify the main energy consuming areas/plant items to be surveyed during
the audit
 Identify any existing instrumentation/ additional metering required
Decide whether any meters will have to be installed prior to the audit
ex: kWh, steam, oil or gas meters
 Identify the instrumentation required for carrying out the audit
 Plan with time frame
Collect macro data on plant energy resources, major energy ng
consumi centers
 Create awareness through meetings/ program
 Phase –II: Audit
Phase
 Depending on nature and complexity of site, comprehensive audit may
take several weeks to months
 Study to establish and investigate, energy & material balance
 Check plant operations over extended periods of time
 Prepare audit report including description of energy inputs
and
outputs
 Evaluate efficiency of each step of manufacturing process
 List means of improving efficiencies, indicate cost involved
and
payback period
 Include specific recommendations in report for detailed engineering
studies and feasibility analyses, justify the implementation of the
 Phase –II: Audit
Information to be collected includes Phase
 Energy consumption by type of energy, by department, by major process
equipment and by end-use
• Material Balance Data - (raw materials, intermediate and final products,
recycled materials, use of scrap or waste products, production of by-
products for re-use in other industries, etc.)
 Energy cost and tariff data
 Process and material flow diagrams
 Generation and distribution of site services (ex: Compressed air, steam)
 Sources of energy supply (e: electricity from gird or self-generation)
 Potential for fuel substitution, process modifications, and the use
of co- generation systems (combined heat and power generation)
• Energy management procedures and energy awareness training programs
with the establishment
 Energy Audit
Instruments
Instruments used includes

 Electrical
Measuring  Pitot Tube
Instruments and
 Combustion manometer
analyser  Water flow
 Fuel Efficiency meter
Monitor  Speed
 Fyrite Measurement
 Contact s
thermometer  Leak
 Infrared Detectors
Thermometer  Lux meters
Electrical Measuring Instruments – Power
Analyzers
Measures:
 kVA, kW, PF, Hertz, kVAr, Amps and
Volts

 Harmonics

 Instant measurements at regular intervals

are to be taken
Combustion
Analyzer
 In-built chemical cells

 Measures gases viz. O2, CO, NOX,

SOX

etc.
 Fuel Efficiency
Monitor
 Measures - O2 & Temperature of flue gas

 Combustion Efficiency is calculated

by feeding calorific values of fuels into it
 Fyrite
 Hand bellow pump draws the flue gas
sample into the solution inside the fyrite.


Chemical reaction changes the liquid
volume revealing the amount of gas.

 Separate fyrite can be used for O2 and

CO2 measurement.
 Contact
Thermometer
• Thermocouples, which measures for example
flue gas, hot air, and hot water temperatures by
insertion of probe into the stream.

• For surface temperature, a leaf type probe

is used with the same instrument.
 Infrared
Thermometer
Non-contact type measurement

 When directed at a heat source directly

gives the temperature read out

 Used for measuring hot spots in

furnaces, surface temperatures etc.
Pitot Tube and Manometer

Air velocity in ducts

can be measured using a
pitot
tube and inclined
manometer for
calculation of flows.further
 Water Flow Meter
Non-contact flow measuring device using Doppler
effect / Ultra sonic principle

Has a transmitter and receiver, which

are positioned on opposite sides of the pipe

The meter directly gives the flow

Can be used for Water and other fluid flows

 Speed Measurements
 Speed measurements are critical – change with
change in frequency, belt slip & loading

 Tachometers – contact and non-contact

type can be used

 Most efficient – Stroboscopes

 Leak Detectors

Ultrasonic instruments are available which

can be used to detect leaks of compressed air
and other gases, which are normally not
possible to detect with human abilities.
 Lux Meter
 Measures – Illumination level

 Has photocell – senses light output

and converts it into electrical
impulses which are calibrated as lux
Energy conservation in buildings:
ECBC code (basic aspects)
 What is ECBC?
• The Energy Conservation Building Code (ECBC) was launched in
May 2007 by the Bureau of Energy Efficiency (BEE), Ministry of
Power. Its main objective is to establish minimum requirements for
energy efficient design and construction of buildings. Recognizing the
energy and cost savings of efficient buildings and to help address
growing energy needs.
• The purpose of the Energy Conservation Building Code (Code) is to
provide minimum requirements for the energy-efficient design and
construction of buildings. The Code also provides two additional sets
of incremental requirements for buildings to achieve enhanced
levels of energy efficiency that go beyond the minimum requirements.
• The Code is applicable to buildings or building complexes that have a
connected load of 100 kW or greater or a contract demand of 120 kVA
or greater and are intended to be used for commercial purposes.
• Buildings intended for private residential purposes only are not
covered by the Code.
 Why is ECBC important?
• India’s two thirds of the total building stock that will exist in 2030 are
yet to be built. New buildings possess a great challenge to meeting its
increasing energy demand. ECBC sets minimum energy efficiency
levels for commercial buildings, locking in energy savings for years to
come, retaining occupant comfort, while combating climate change.
 Is ECBC applicable to all type of buildings?

• The ECBC is applicable to all buildings or building complexes that have

a
connected load of 100 kW or greater, or a contract demand of 120 kVA or greater
and used for commercial purposes. It is applicable for both Government
and
private buildings. The code is not applicable to Equipment and portions
of
building systems that use energy primarily for manufacturing processes.
a) Building envelope,
b) Mechanical systems and
 The provisions of this code apply to: including heating, ventilating, and air
equipment,
c) conditioning, service hot water heating,
d) Interior and
Electrical exterior
power andlighting, and renewable energy systems.
motors, and

• The provisions of this code do not apply to plug loads, and equipment and parts
of
buildings that use energy for manufacturing processes, unless otherwise specified in the
Code.
What are the different building classification under ECBC?
What are the different compliance approaches to meet ECBC compliance?
 There are three compliance approach to meet ECBC compliance:
 PRESCRIPTIVE Approach
• Flexibility: LOW
• Expert Knowledge: LOW
• Requires little energy expertise, provides minimum
performance requirements, no flexibility
 BUILDING TRADE OFF Approach
• Flexibility: MEDIUM
• Expert Knowledge: MEDIUM
• Allows some flexibility through the balance of some high-
efficiency components with other lower efficiency components
 WHOLE BUILDING PERFORMANCE Approach
• Flexibility: HIGH
• Expert Knowledge: HIGH
• Allows flexibility in meeting or exceeding efficiency
energy requirements (as compared to a baseline building)
 What are the mandatory code requirements?
• Irrespective of whether one opts for Whole Building Performance
(WBP) method or Prescriptive method, the code compliance requires
the building to fulfill a set of mandatory provisions. The mandatory
requirements are described in CGECBC under sections 3.2.1, 4.2, 5.2,
6.2 and 7.2 of the CGECBC code.
 Does water conservation come under the scope of ECBC?
• No, ECBC addresses only energy efficiency of buildings. Water and
other aspects are generally covered in green building rating systems.

What is EPI of a Building?

The EPI of a building stands for Energy Performance Index and is given
as:
 What is EPI ratio?
The EPI Ratio of a building is the ratio of the EPI of the Proposed
Building to the EPI of the Standard Building:
Building Management Systems (BMS)
 What is a BMS?
• Building Management Systems (BMS) also known as Building
Automation Systems (BAS), Building Management and Control
System (BMCS), Direct Digital Controls (DDC) and Building
Controls.
• BMS systems are “Intelligent” microprocessor based controller
networks installed to monitor and control a buildings technical
systems and services such as air conditioning, ventilation, lighting and
hydraulics.
• More specifically they link the functionality of individual pieces of
building equipment so that they operate as one complete integrated
system.
• Now installed in every major building or facility with the availability
of direct integration into all other building services such as security,
access control, CCTV, fire, Lifts and other life and safety systems.
• Current generation BMS systems are now based on open
communications protocols and are WEB enabled allowing integration
of systems from multiple system vendors and access from anywhere in
the world.
 What Does a BMS Do?
• The most common primary function of the BMS is the control of a
buildings Heating, Ventilation and Air Conditioning Systems (HVAC)
including;
Air Handling Units
Chilled Water Plant
Cooling Towers
Tenant Condenser Water
Heating Water Plant
Exhaust Systems
Zone Controls
Computer Room AC
• Control of Building Systems and Services
• Graphic User Interface (GUI)
• Real Time Monitoring of Building Operation and Performance
• Trending and Logging of Building Operation and Performance
• Time Scheduling of Building Systems
• Fault Management and Alarming
• Control Application Programming
• User Event Management
• Energy Management and Reporting (NABERS)
Building Control Applications
 Building control applications include for following:
• Zone temperature monitoring and control
• Zone Variable Air Volume (VAV) control to zones
• Zone CO2 monitoring and control (Air Quality)
• Air handling unit supply air temperature control
• Air handling unit supply air flow / pressure control
• Main Plant Chiller and Boiler sequencing
• Toilet, car park, kitchen and general exhaust fan control
• After Hours Building Control
Advantages of BMS vs Stand Alone Control

• Reduced installation costs

• Flexibility and ease of change
• Customized control strategies
• Scalability
• Operator interaction,
• feedback and control
• Integration with other
• building services