implementation of iso 50001 in industry in the netherlands · sor the iso 50001. iso 50001 is...

ECEEE 2012 SUMMER STUDY on EnERgY EffiCiEnCY in inDUSTRY 679

Implementation of ISO 50001 in industry in the Netherlands

Ronald VermeerenNLAgencyCroeselaan 153521 BJ UtrechtThe [email protected]

Marcel van VeenSappi Nijmegen B.V.Ambachtsweg 26541 DB NijmegenThe [email protected]

Bruno MulderMETA B.V.Jachtlaan 2927312 GV ApeldoornThe [email protected]

Marc Reijnders Royal Netherlands’ Paper and Board AssociationKruisweg 7612132 NE HOOFDDORPThe [email protected]

Wim Post Lloyd’s Register Nederland B.V.K.P. van der Mandelelaan 41a3062 MB RotterdamThe [email protected]

Keywordsenergy management, industrial energy saving, implementa-tion, ISO 50001, paper industry

AbstractEnergy management was introduced in the Netherlands in the beginning of this millennium within the Voluntary Agree-ment programme. Currently about 800 organizations in the Netherlands are running an energy management system based on this first approach. The long lasting experience served as a basis for the developments of EN 16001 and it’s predeces-sor the ISO 50001. ISO 50001 is currently taken up in Dutch industry. Several organizations, most are part of the VA pro-gramme, already certified for ISO 50001 while others are in the process of implementation. Within the VA programme the ISO 50001 is assessed by running pilots and audits at in total 35 companies.

The paper- and board industry can be identified as a front-runner in this perspective. The aim at a 50 % certification score within their sector in the end of 2012. Energy management forms a part of the energy transition approach of this sector with an incredible result for the sector as a whole and the or-ganisations specifically. A good example is the SAPPI Mill that certified for ISO 50001, as one of the first companies, in the beginning of 2012.

The long lasting experience of the Netherlands’ industry, which is reflected in the ISO 50001 to a broad extent, results in the expectation that the implementation of ISO 50001 can take place without major barriers to overcome. However, for the sustainability of the ISO 50001 management system manage-ment commitment from top management still is one of the cru-cial factors for success of the actual deliverance of the system.

Energy management in the Netherlands in general

DEvElopmENt of ENErgy mANAgEmENt withiN thE voluNtAry

AgrEEmENtsEnergy management was introduced in the Netherlands in the beginning of this millennium within the Voluntary Agreement (VA) programme that is being operated by NLAgency, the Netherlands Agency for Energy and Climate Change. The pro-gramme was established in the late 80’s of the previous century as a policy instrument to increase energy efficiency in Nether-lands’ industry. The programmes showed good progress in it’s early years: 22,3 % average energy efficiency improvement, i.e. reduction in specific energy consumption, in the period 1989–2000. However after several years some participating enterpris-es found that achieved result in previous years diminished. This was identified by an increase of the energy efficiency index, that was used as an energy efficiency indicator, after a period of de-crease. This process is depicted in Figure 1. In this specific case a member of the board, who was very actively on energy saving, left the company. The result was that energy consumption was not monitored anymore, and energy use went up again. This became the reality, instead of the expected dotted line.

The conclusion drawn was that there was a need for a structur-al approach in saving energy based on the Plan-Do-Check-Act approach. An approach we nowadays call energy management, which was introduced as an obligation within the Voluntary Agreement programme at the beginning of this millennium.

iso 14001 structure as a basisBased on the structure of ISO 14001, a new management sys-tem approach was designed for energy. This seemed very logi-cal since energy could be addressed in the ISO 14001 as soon

5-062-12 VERMEEREN ET AL

680 ECEEE 2012 SUMMER STUDY on EnERgY EffiCiEnCY in inDUSTRY

5. THE ROLE OF ENERGY MANAGEMENT SYSTEMS, EDUCATION …

as it is identified as a significant environmental aspect. This also guarantees alignment of the energy management system with the environmental management system. The other reason to do so is the familiarity of part of the Netherlands’ enterprises with the ISO 14001 system structure. Currently up to almost 1,900 organizations in the Netherlands hold an ISO 14001 cer-tificate. Based on this structure the so called “Energy manage-ment specifications” were designed accompanied with a “Refer-ence Guide” to facilitate implementation.

Easy implementation facilitatedApart from the guiding document a coherent package of in-struments and tools was designed in order to make full practi-cal implementation feasible within a period of 3 years for each enterprise. This includes:

• Implementation working groups: Enterprises starting with energy management were facilitated, in a working groups and with the help of trained consultants, to implement en-ergy management at their sites;

• Self assessment checklist: To follow the process of im-plementation, a “self assessment checklist” of currently 40 questions was designed. This checklist is still being used as a self declaration tool for enterprises within the VA pro-gramme to state the fulfilment of their obligation to have an energy management system in place;

• Web based implementation guiding: The implementation process is guided with specific instruments, best practises and tools by means of a dedicated website (www.mijnen-ergiezorg.nl);

• Reference documents to management standards: To facil-itate easy implementation for organizations already working with an energy management system reference documents were designed for alignment with respectively: ISO 14001, ISO 9001 and HACCP (ISO 22000).

Basic assumption has always been that the management sys-tem could be implemented easily by small and large enterprises without unnecessary administrative burden. This implies e.g. that the “Energy Management” specifications don’t dictate the implementation of procedures. The focus is on the require-ments to be met and the organizations are left the freedom in

how to accomplish that. In the long run it turns out that organi-zations design procedures for themselves when they find out that there is a need for it.

CurrENt stAtus of ENErgy mANAgEmENt implEmENtAtioN iN thE

NEthErlANDsCurrently approximately 900 organizations have implement-ed an energy management system. This is based on the “En-ergy management specification” mentioned above or it’s being integrated within the ISO 14001 environmental management system. Having implemented an energy management system doesn’t however always guarantee practical success in op-eration. To facilitate ongoing improvement yearly audits are being executed at a random selection of 50 organizations to asses how they meet the requirements of the “Energy man-agement specifications”. On top of that several organizations are already being certified for ISO 50001 or are preparing for certification.

Evaluation of energy management implementationOn a yearly basis the status of practical implementation of energy management within organizations being part of the VA programme is evaluated based on compliance audits be-ing performed at 50 enterprises participating in the Voluntary Agreement Programme. Audits are being performed by Lloyd’s Register. See the 2008 results in Figure 2 (Lloyd’s, 2009). The results are being used to improve the audited systems and to optimize the facilitation by NLAgency.

Striking results, as summarized in Figure 2, are the low score for the elements “Management review” and “Internal Audit”. It has to be noted that improvements are being made since then. The audit performed over the year 2010 showed a score for the “Internal Audit” up to 56 %. The “Management Review” how-ever is still only performed by 54 % of the audited population. Here is a strong relation with management involvement and commitment that show to be limited.

Also striking is that organizations that integrated their en-ergy management system within an existing (certified) man-agement system (ISO 14001, ISO 9001 or HACCP (ISO 22000)) performed better in fulfilling the requirements, 81 %, referred to 69 % for organizations that don’t have existing management systems in place.

Figure 1: Energy Efficiency Index development for specific enterprise: with and without energy management.




ExpEriENCE bAsE for DEvElopmENt of iso 50001The long lasting experience on energy management implemen-tation was shared by the Netherlands, represented by NLAgen-cy, respectively in the CEN project team for development of EN 16001 and in the ISO TC 242 that developed ISO 50001. This was accomplished in the following way’s:

• Organizing regional events on the functioning of energy management within VA companies. Opportunities and bar-riers identified were brought into the process;

• Reading and commenting of drafts by several companies and consultants in the field.

The following experiences were brought forward in the process:

management commitmentManagement commitment turned out, and still turns out, to be a crucial factor in the success of an energy management system. See also the results regarding management review in the previ-ous paragraph. When no commitment is gained at the high-est level of the organization it is unlikely that a management system is going to deliver. When the one responsible for the (implementation) of the management system is at the managa-ment team level the organization is more likely to realize better result from it’s energy management system. In the ISO 50001 management responsibility is highly emphasized .

Alignment with other management standardsCommercial organizations dislike to create parallel systems and organize parallel processes and procedures just for the sake of the system. When talking about management systems in gen-eral and standards for management systems more specifically the impression rises that this brings along extra administra-tion without serving the goal of energy efficiency improvement. When they can align – read combine activities – several man-agement systems their efficiency improves and the building of an energy management systems seems to be accomplished effortlessly. The current ISO 50001 is aligned with ISO 14001 and the annex facilitates companies with the alignment with ISO 14001, ISO 9001 and ISO 22000.

minimize administrative burdenProcedural requirements, as being used quite often in stand-ards writing, don’t guarantee the fulfilment of the stated re-quirements. For small organizations the formulation and doc-umentation of (documented) procedures can form a barrier to implement an management system. For that reason it was strived for to minimize procedural requirement in order to create freedom for the organization how to meet the require-ment and to integrate this with existing procedures from other management systems. It is for the certification organization to decide whether a procedure is in place. Getting an insight in a document that states this makes it easy for the certifier but doesn’t prove it’s operation. Therefore the amount of pro-cedural requirements in ISO 50001 is being minimized to the bare minimum. This resulted in only one requirement for a procedure to be in compliance with ISO 50001.

trANsitioN to iso 50001Experiences on energy management as being collected since the year 2000 in the Netherlands formed a strong base for the development of ISO 50001. Therefore a transition from the Netherlands practise of energy management to ISO 50001 seems a logical one.

Argument for enterprises to start the transition is that they considered the ISO 50001 as a formal International Standard that is broadly accepted in the global industry. Especially for in-ternationally operating enterprises with offices and production facilities all over the world, working with one standard makes is easier to share implementation experiences. In this way the can use the experience and set up from one facility oro office as a blue print for the implementation process at other facilities or offices.

To facilitate a smooth transition several actions are started. This includes:

• Best Practises: Communicating best practises cases on en-ergy management in general and ISO 50001 in particular . One example was a launching event of ISO 50001 combined with the certification of the first paper mill, SAPPI Nijmeg-en, in the Netherlands. The SAPPI case will be discussed in more detail below;

0%

20%

40%

60%

80%

100%3.2 Energy policy

3.3.1 Identification ofenergy aspects

3.3.3 Objectives, targetsand programmes

3.4.1 Resources, roles,…

3.4.2 Awarenes, training ..

3.4.3 Communication

3.4.4 Documentation

3.4.6 Operational control

3.5.1 Monitoring andmeasurement

3.5.3 Corrective action...(consumption)

3.5.5 Internal audit

3.6 Management review

Figure 2: Audit score energy management implementation 2008.




• Implementation pilots: At 5 organizations, part of the VA programme, implementations pilots were executed. These will be discussed in more detail below;

• Audits on ISO 50001: As part of the yearly energy man-agement audits, the audited organizations are also audited on the requirements of ISO 50001. This process is currently ongoing.

implementation pilots for iso 50001Based on the effort within the development process of the ISO 50001 it is expected that organizations already familiar with energy management, based on the “Energy manage-ment specifications”, can be in compliance with ISO 50001 with only minor changes. To prove this implementation pi-lots were being executed. This pilot entailed a Gap Analysis between the existing energy management system and the re-quirements of ISO 50001 which was executed in the period November 2011–February 2012. The main results are sum-marized in Table 1.

In general most of the audited organisations are working ac-cording to the principles of ISO 50001. The most important improvement point is to make principles and elements of the ISO 50001 more demonstrable. Furthermore, energy as a man-agement item should be made more explicit in existing busi-ness processes.

When it comes to the issues where organizations are in com-pliance the following can be concluded:

• Issues also covered by ISO 14001 (document control, in-sight and compliance with legal requirements) are easily complied with;

• Issues covered by support from the VA programme (energy review, energy baseline) are also easily complied with;

• The day to day energy ‘operational’ management (review, monitoring, act on deviations) is functioning well. This also was confirmed in the energy audits performed yearly.

Regarding improvement the following can be concluded:

• The ‘system’ management (internal audits, management review) is functioning less and is subject to improvement;

• Total integration of energy in all levels (awareness) and facets (purchasing, design) of the organization can be improved.

Energy management as priority in paper industryThe Netherlands’ paper industry, as a sector, are a partner in the Voluntary Agreements. It is one of the front-runners when it comes to the implementation of energy management. This chapter describes the process of energy transition for this sector and the role of energy management in this approach.

Section in ISO 50001 In compliance Points for improvement General Energy management is not always integrated

with other management systems. More focus on monitor based energy saving in stead of energy management.

General Energy has to be made explicit at monitoring objectives, communications, internal audits and management reviews.

General Connection of energy use and - costs with Finance and Operations

4.2.1 Top management Energy team is not always appointed. 4.2.2 Management representative

Tasks, responsibilities and authorities of the management representative are not always determined.

4.4.2 Legal requirements…

There is a good insight in relevant legislation and companies are in compliance

4.4.3 Energy review Energy Efficiency Plans (developed as an obligation of the VA programme) serve for a big part as energy review

Detailed energy use of installations or processes

4.4.4 Energy baseline Energy baseline is in place Updating baseline after organisation or process change

4.4.6 Energy objectives, energy targets…

Companies have clear objectives regarding energy reduction and action plans are in place

4.5.4.2 Control of documents

Basic elements like document control are in place

4.5.2 Competence, training and awareness

Awareness of operators and their role in improving energy efficiency

4.5.6 Design Demonstrate energy impact on process design 4.6.1 Monitoring, measurement…

Measuring and monitoring of energy use from metering and production data

4.6.1 Monitoring, measurement…

Attention for deviations of planned energy use

table 1: summarize results of gap analysis with iso 50001.




iNtroDuCtioN ENErgy trANsitioN ApproACh AND tArgEtsIn 2004 the Paper and Board Industry in the Netherlands em-barked on a 16 year energy reduction, innovation and sustain-ability Program. The industry, represented by the Royal Neth-erlands’ Paper and Board Association and the Dutch Ministry of Economic Affairs agreed on an Energy Transition in the Dutch Paper Production Chain.

the paper and board industry in the NetherlandsThe Paper and Board Industry in the Netherlands consists of:

• 23 Production locations

• Approximately 5,000 Employees

• 2,8 Mtons production in 2011 of which 61 % is packaging paper and board, 35 % printing/graphic paper and news-print and 4 % tissue/hygiene paper

Of all used resources 82 % used is paper for recycling and 18 % fresh wood fibre.

Energy used in 2011 is about 25 PJ primary energy of which up to 1 PJ is electricity and 24 PJ is mainly natural gas (some biomass) used for electricity and steam generation.

A vision to survive: energy transitionThe vision of the Dutch Paper and Board Industry was that they needed to act in order to survive in a high cost environment and become World Class producers in a collective manner. The vision (VNP, 2008):

In 2020 the Dutch industry only knows world champions. Only the best survive. World champions in costs, efficiency, man-agement, flexibility, entrepreneurship and innovation. Those world champions are born today. Both government and the business community need a vision!

“When more of the same is not enough … a transition is needed.”

Therefore: Halving energy consumption per finished prod-uct by 2020!

A roadmap to 2020The Dutch mills organized this with all the power manageable and with involvement of the entire paper production chain. In order to have the best professionals assist them in drawing up a Roadmap to 2020 they started a project called ‘Transition in competition’ in which two top teams competed. Two compet-ing teams were a Science Team of a Top League University and a Consultancy team of a well-known consulting firm. They worked for nine months and a high-level jury decided on the winner.

A strategic innovation agendaThe Strategic Innovation Agenda was set up with 5 ambitious programs to innovate and reduce energy and material usage. Six major developments were identified:

1. Increasing interest in bio-energy and bio based products make material efficiency crucial and therefore recycling and energy efficiency

2. Growing focus on sustainability, Cradle to Cradle and CO2 emissions

3. New entrants and their role in existing production chains

4. Explore future customer demands as starting point

5. Trias Energetica as basis for prioritization (see Figure 3)

6. Even stronger push from government for a sustainability agenda

progrAmmE sEt up AND thE rolE of ENErgy mANAgEmENtOut of the study results a business plan was set up and teams were formed. The Transition that was set up consists of 5 Pro-grams (see Figure 4 and Figure 5):

1. Energy Management – Mindset in energy savings

2. Energy Neutral Paper – New energy sources

3. Supply Chain of the Future – Material efficiency and smart-er and greener products

4. Biorefinery – More value from our resources (fibres and side streams)

5. Without water – Breakthrough Technologies

Resources P&B converting+ usage

P4

P1 + P5 P3

Transition in coalitionP1 Energy Management

P2 Energy Neutral Paper

P3 Supply chain of the future

P4 Bio-refinery

P5 Without water

ConsumerEnergy

P2

Reducing energy use by 50%

P&B Production

Side

stre

ams

P4

Other industry sectors: Agrofood & Chemical industry

P3


P4

P1 + P5 P3




P4 Bio-refinery

P5 Without water

ConsumerEnergy

P2


P&B Production

Side

stre

ams

P4


P3


P4

P1 + P5 P3




P4 Bio-refinery

P5 Without water

ConsumerEnergy

P2


P&B Production

Side

stre

ams

P4


P3


P4

P1 + P5 P3




P4 Bio-refinery

P5 Without water

ConsumerEnergy

P2


P&B Production

Side

stre

ams

P4


P3

Figure 4: Schematic overview program structure for energy transition.

Figure 3: Audit score energy management implementation 2008.




p1 Energy managementThis program focuses on direct and accelerated energy savings without major investments. It also is being considered at the enterprises as an ‘umbrella’ structure under which they can place all their energy efficiency activities. The P1 energy man-agement has three components:

• Mindset: shifting responsibility for energy-efficiency from staff to line management;

• Target setting: Based on national and company benchmarks target setting for the energy wise most relevant process-units at mill level;

• Best practices: exchanging best practices and expertise be-tween mills.

financing the transitionThe Programs are funded through existing covenants (VA pro-gram), EU subsidies and industry finance.

The Ministry of Economic Affairs realised the uniqueness of the Transition approach and is funding a 6th Program called the ‘Transition House’ together with the Royal Netherlands’ Paper and Board Association.

The Transition House: the aims are:

1. to act as a stimulus

2. to create awareness at all levels and change in existing para-digms

3. to get widespread adoption of the inherent projects and programs

4. to create impact with the innovations

5. to link energy conservation to innovation in business and in society

6. to foster innovation along the paper production chain: linking innovations to existing chains

7. to create cross-fertilization with other chains.

As can be deducted from the illustration, the focus of Program 1 Energy Management is in the Paper and Board Mills who’s total energy bill is on average about 20 % of their total turnover! This Program 1 focuses strongly on the Mindset with regards to Energy Saving and so called ‘quick savings’ with short term Return On Investments. These quick savings are made ready to be implemented in a typical Dutch way: by talking about it between mills and sharing Best Practice information (see next section for the details on this ‘working group approach’).

projECts, iNitiAtivEs, rEsultsSome main results from the Transition Programs are described below:

• The Paper and Board Mills have achieved a reduction in energy & material usage of approximately 14 % in the last 7 years. This has beenrealized in the production process and with supply chain measures. A clear result is shown in the monitoring reports by Agentschap NL in which the Paper and Board Industry comes out as the best performing sector on energy efficiency measures in The Netherlands.

• On supply chain efficiency high results are achieved through:

– Material savings

– Transport savings

– Use of new, alternative resources

– Upgrading the performance of P&B products

– Increase of the recycling %

– Exchange of side streams between mills and other sector companies.

– Reduction of material losses in converting and logistics.

• Paper and Board Mills are an example in their energy management through the unique collective approach (see section below) and are the first sector to engage on the ISO 50.001 energy norm through which they will get an an-choring and sustainable effect. The first mill has been certi-fied (Sappi Nijmegen on January 26th 2012) and 7 more mills are in a collective trajectory to obtain certification.

• Through the P2 Program results have been achieved in the use of Biogas, the gasification of rejects, geothermal studies and the cascading of heat to residential homes and public swimming pools. EnMS/ISO is just a tool to help structur-ing of implementation of mentioned projects, the Transition Programs set up the strategic (vision) and process (who/stakeholders/parties) themes.

• Through production of a Green Book the world is shown that books can be made with less energy and use of greener materials through intense cooperation between parties in the production chain. For the first time paper producers, printers and publishers are working together on this theme in The Netherlands.

• In Paper and Board packaging materials, ‘smarter’ (pro-duced with less energy and material) but also green (on the basis of bio resources instead of fossil based resources) products are produced (eg. consumers start preferring re-cyclable board packaging to plastic). In this way the Paper and Board Chain takes its environmental responsibility and increases its market growth.

• Through focus on smarter packaging (intelligent print-ing) and biocoatings, millions of euro’s worth of food and plants/flowers are used more efficiently and therefore waste reduced.

• The Dutch Paper and Board Industry has a leading role in the better valorisation of our resources (fibres) through its coalition and founding work of the Agro-Paper-Chem-Energy platform (APC-E) as well as the Dutch Biorefinery Cluster (DBC) and the Institute for Sustainable Process Technology (ISPT). In this manner, the Paper and Board Sector has a leading role in the structuring of a green econ-omy in The Netherlands (biobased economy).




iso 50001 implementation approach in paper industry The Dutch Paper industry acknowledged in an early stage that energy management should not be set up as a project. Ener-gy management needs a continuous improvement approach. Some progressive mills were working on implementing some elements of energy management, for example energy monitor-ing and putting energy as a standard item on the agenda of production meetings. Most mills were aware of the need of an efficient management system, but couldn’t find one easily.

mAKiNg progrEss by worKiNg togEthErFor this, the Dutch Paper Energy Transition set up a working group. To find or develop an energy management system that would fit the specifics of the paper mills best. Experts from five large mills manned the working group. They met every two months during two years. They studied many international energy management schemes. They visited production facili-ties, inside and outside the paper industry. It was unanimous decided to choose for the EN 16001, which later became the ISO 50001. The first EN 16001 certificate was handed to a paper mill, the early adopter of the working group. The example was set. Many would follow.

Sometimes the question is raised: “why do competitors work together?” Indeed some of the 22 production location do compete on the international market. For this strict com-petition rules are implemented and enforced. On the other hand, companies are free to cooperate and learn from each other on technical issues. The Dutch paper industry recog-nizes the advantage to work together on energy saving issues. And last but not least, the Dutch energy saving politics is im-plemented by voluntary agreements, which requires a high exchanges of ideas.

The Dutch Paper Energy Transition recognised the advan-tage of being in the front line of energy management certifica-tion. The collective approach with ISO 50001 would simplify the implementation of energy management in the mills. Serv-ing both cost savings and global responsibility. For this, the mill directors should be approached and convinced to take action, in line with ISO 50001 and right now to assure the management commitment.

ENErgy mANAgEmENt iN pErspECtivEThe first step was to put energy management in perspective. A graphical scheme for the mill directors was envisioned, divid-ing energy management in three parts: dreaming, daring and doing, named the “balls model”.

This scheme is originally introduced by the most well-known Dutch management guru Ben Tiggelaar for personal development. And it turned out to fit energy management perfectly:

1. Dreaming: considering a change, a vision is developed, per-sonnel becomes aware

2. Daring: prepare for the change, develop a short term strat-egy, set and monitor KPI’s

3. Doing: implementing energy saving measures AND keep them in control

mANAgEmENt CommitmENtThe “balls Model” was tested in two sessions with mill direc-tors from five large paper mills. It turned out to be very con-vincing. In the second meeting, four mill directors were able to give an energy pitch; standing in front of the group, pre-tending we were operators, they told their energy vision in less than two minutes. Furthermore, the directors constructed an energy vision document, to be used in their internal and exter-nal communications. These energy visions from the different paper mills now serve as an example for the other mills in The Netherlands.

Because of the success of the energy management scheme with the “balls model”, the management guru Ben Tiggelaar was invited by the branch association at the summer meeting of mill directors in 2011. He was able to inspire them to inten-sify their energy management efforts. The ISO 50001 approach was accepted as the most applicable management scheme for the paper industry. A concerted action was initiated to imple-ment the ISO 50001 at the large Dutch mills (SmurfitKappa Solidboard and Roermand, Sappi Nijmegen and Maastricht, SCA de Hoop, Mayr Melnhof Eerbeek, Crown van Gelder..), covering far more than 50 % of the energy use of the Dutch Paper Industry.

mEEtiNgs AND friENDly AuDitsA working group was formed by the SHE (Safety, Health and Environment) coordinators of each mill. Together with Lloyds Register, NLAgency and NEN, three meetings were held to in-form the coordinators of the specifics of the ISO 50001 norm. At the same time, the group selected documents and proce-dures that would fit the specifics of the paper industry best. Also, a reference visit was organised to the first EN 16001cer-tificate holder, Van Houtum Paper in Swalmen.

In order to facilitate the implementation of the Energy man-agement system ISO 50001 further, friendly audits were held. The coordinators of two mills audited another mill in one day. Audit training specifically for energy management was given beforehand. The audits created more awareness in the mills and resulted in a more efficient approach for implementation of en-ergy management, by surfacing the common pitfalls.

Figure 5: Model for implementation ISO 50001 Energy Management .




first worKiNg group mEmbEr CErtifiEDThe combined efforts resulted in the first ISO 50001 certificate for Sappi Nijmegen in January 2012, the first in a production facility in The Netherlands. Nine other mills will follow this example. During a planned big event in December 2012, more certificates will be handed over to mill directors by the minister of economical affairs (in concept). This shows that the Dutch paper industry is taking its environmental responsibility and energy saving seriously. Furthermore, talks with other indus-tries (chemical, steel, …) have started in order to exchange the lessons learned and best practices in energy saving.

CoNClusioNsThe Dutch Paper Industry has been able to join forces in or-der to construct an efficient implementation of energy man-agement. This synergy has led paper companies to be the first in attaining the EN 16.001 and ISO 50.001 certificates in The Netherlands. Thereby the Dutch Paper Industry is proactively working to fulfil its ambition to reduce its energy consumption in the paper chain by 50 % by the year 2020.

successful implementation at the sAppi Nijmegen paper mill

thE pApEr millSappi Fine Paper Europe is one of Europe’s largest suppliers of fine coated paper. The Sappi Nijmegen mill produces reels, specifically designed rotation offset printing. Sappi’s head of-fice is located in Johannesburg, South Africa, and employs 14,900 employees worldwide. Paper production capacity of 6 million tons a year, chemical cellulose production capacity of 800,000 tons a year increasing to 1.3 million tons in 2013, manufacturing operations on four continents and paper pulp production of 3.4 million tons a year. The group has 4 divisions, Sappi Fine Paper Europe, Sappi Fine Paper North America, Sappi Southern Africa and Sappi Trading (including Jiangxi Chenming Paper Co., a joint-venture operation in the People’s Republic of China).

The Nijmegen mill is one of the 8 mills of Sappi Fine Paper Europe with its head office in Brussels and operates a single paper machine, which uses the most up-to-date manufacturing and control technologies. The paper made at Nijmegen Mill is composed of imported elementary chlorine-free pulp and mill internal waste paper, known as broke to obtain high levels of opacity and brightness. Production capacity is 240.000 ton per annum of coated wood free paper. Wood free is produced from chemical pulp and defined as paper with less than 10 % of goundwood.

A combined heat and power (CHP) plant, a gas turbine with exhaust stack boiler and steam turbine, produces the typical steam demand of approx. 50 ton steam/h and the typical elec-tricity demand of approx. 10 MWh. Steam demand is leading for the production, with an annual natural gas consumption of approx. 40 million nm3 per annum. There are no other en-ergy resources, the annual CO2 emissions equals 73,000 tons (Sappi).

The mill operates to strict ISO 9001, ISO 14001, OHSAS 18001, ISO 50001 and EMAS procedures.

CorporAtE ENErgy AND ENviroNmENtAl poliCyIn the company policy of Sappi Nijmegen, the mill states that harm to soil, air or water is not acceptable. The mill will comply with all legal requirements and will do the utmost to prevent uncontrolled emission to air, water or soil. Further-more, the mill will continue to reduce the water and energy consumption. The objective is to perform at least at the level of Best Available Technique – Best Reference (BAT-Bref), but strives for better.

The Sappi Nijmegen vision on energy management is based on the ‘Trias Energetica’. The Trias Energetica involves 3 steps on energy strategy:

• Energy saving;

• The use of energy of renewable sources;

• Maximum efficiency from energy of fossil sources.

The constraints to apply the Trias Energetica are legislation and the investment policy of Sappi Fine Paper Europe. The current access to energy sources is limited by the infrastructure: gas lines and the grid. Renewable sources as biomass are no option in the current situation, however studies are conducted regard-ing geothermal energy in the Netherlands which could be an alternative. This explains that the focus of the mill is on energy savings, the mill managed to save 26 % percent of its specific energy consumption per year, from 8350 MJ/ gross ton in 2001 to 6200 MJ/gross ton in 2011, partly achieved with investments, partly by behavior. The investment projects characteristics are short pay back times, usually between 1 and 3 years.

The target on energy usage is set at 5,500 MJ/gross ton to achieve in 2015, underlying measures are defined and part of the Long Term Agreements (LTA3) agreement with the Dutch government which ends by 2020.

orgANizAtioN of ENErgy mANAgEmENt

the pre iso 50001 organizationThere are several drivers which made the mill successful in en-ergy savings. The most important driver is spirit and vision. Due to several colleagues with a vision we started to use proc-ess analysis tools to monitor our process. This evolved over the years to an extensive level where real time information is used for decisions and used as Key Performance Indicators (KPI). The vision was integrated in a business plan of the Nijmegen mill, which looked at the long term position of the mill in the market. To make the plan happen, an investment program was necessary, the investment plans originated from the energy workgroup. Scope of the energy workgroup meetings are cur-rent consumption, causes for deviations, status of project, in-vestments and brainstorming about new potential savings. The latter led to an idea list of all possible savings which is updated once or twice a year. This list, together with the constant focus on cost price reduction measures, helped the mill to prioritize investments on energy.

the iso 50001 organizationNorm elements as formal policy, responsibilities and energy as-pect analysis are implemented. The pre ISO 50001 organization blended in perfectly to complete the system. Basically, more structure has been given to the organization.




thE bENEfits for sAppiThe benefits of ISO 50001 are mainly the focus on energy management by all layers in the organization and not longer as ‘part of the job’ for several employees. Cost reduction and better priorities regarding investments are the most obvious advantages. Benefits could also be found in unique selling points for the products, however in Sappi, marketing is a centralized organization, the extra effect of having ISO 50001 is unclear.

The implementation resulted in a formalized policy, includ-ing tools and objectives to give content to that policy. The tools are simple to control: control the production output in sellable tons of paper and you control the energy consumption of the mill – given the equipment limits we have today. In case of shut downs we designed a decision tree how to shut down several boilers or turbines in the CHP to reduce energy consumption. the water consumption of the mill is (more or less) independ-ent of production, targets are set and follow up is done on a day-to-day basis. Fulfilling these 3 basic elements is enough to ensure optimal energy usage.

CoNClusioNsEnergy management starts with a vision and is then translated to a strategy and completed with objectives. An extensive data monitoring system is helpful in case the operation is complex like in a mill and it helps if the operation is used to use ISO or similar systems. The system makes your energy management sustainable and helps you to prioritize. The pre ISO 50001 energy management of the Nijmegen mill shows that this ap-proach works, large savings with small investments are pos-sible.

Despite all efforts, nothing has been saved extra since the im-plementation of ISO 50001, because the ISO 50001 is used as a layer around the existing structure of the Nijmegen mill energy management However, ISO 50001 will help the Nijmegen mill prioritizing future energy investments better.

general conclusionsBased on the above the following can be concluded:

• Implementation of ISO 50001 in industrial enterprises is ex-pected to be not too complicated under the conditions that:

– There is a broad experience in the implementation of other management systems, like ISO 14001 , ISO 90001 or ISO 22000;

– There is a (governmental) support programme based on the principles of energy management (Plan-DO-Check-Act) and/or (peer-to-peer) working groups to facilitate implementation;

– The freedom is given to mainly focus on the result, meeting the requirements, and not he procedures that might lead to meeting the requirements. ISO 50001 has build in this freedom of operation.

• However special attention still has to be on the management commitment especially when it comes to the sustainability of the system. This can be accomplished as follows:

implEmENtAtioN of iso 50001Having established such a level of energy management, it was a small step to ISO 50001.

the process of implementationFirst plans to formalize the current energy workgroup dated from 2009 and were related to the Dutch NEN-EN 16001 stand-ard. Because the mill had a form of energy management and because of the discussion which was going on about ISO 50001, the mill postponed the implementation to 2010. Helped by the Dutch Paper and Board association, we rethought the work we already done to change towards ISO 50001. Since this is an international standard, this would be a better fit with the integrated management system the mill has.

The objective was not to obtain the certificate, the objective was to make our energy management sustainable in the organi-zation. Because of the ISO 14001 certificate and the parallels with ISO 50001, this would be possible with little to medium effort. The basic procedures were already available due to the integrated management systems, we had to extent to ISO 50001 to comply with the norm.

Overall, this process had a lead time of 1.5 years, due to changing from NEN-EN 16001 to ISO 50001. However the amount of necessary manpower was very limited. It is almost fair to say that we needed more time to make everybody aware of the energy management system than to adapt our proce-dures. There was no need to write and implement new proce-dures, every norm element was covered by extending existing procedures.

the energy aspects registerCore of the ISO 50001 is the energy aspect analysis procedure. This procedure describes the major energy consumers in the operation. In our mill, all gas consumers have their own gauge, but in case of electricity we only know what the total consump-tion is. Based on running hours and nominal power of drives, we estimated the share per drive in relation to the total con-sumption. This is not exact, but that isn’t required for the en-ergy aspect analysis.

The data we gathered are the base on which we made the energy aspect analysis. All consumers compared made it pos-sible to prioritize the consumers and rate them in the aspect analysis. The rating is based on the gap between the existing situation and the Best Available Technique – Best Reference (BAT-Bref), the energy efficiency, the control possibilities, the share of consumption related to the total consumption and the degree of control. In a rating system from 1 to 5 this gives an overall score. The threshold for measures is set to a certain rate. Everything within a defined bandwidth auto-matically applies for measures, possible outcomes are: no measure required or measure required. In case of measure required, the item moved forward to the energy workgroup and investment plan. The aspect analysis includes historical data, expected consumption, responsible operators and de-partments for the energy consumption, expected long term consumption (future 3–5 yrs.) and applicable legislation. This procedure was time consuming, because we were barely able to look at examples so we had to come up with a procedure that would fit in and complied with the norm element. Other procedures were relatively easy to adapt.




• Working together (between government and industry and within industry) on energy management facilitates the en-hancement of implementation

referencesLloyd’s Register (Lloyd’s), 2009. “Steekproef Energiezorg 2008

SenterNovem” March 31, 2009Sappi, 2001. Emas declaration 2010, www.sappi.com, May 29,

2011VNP, 2008. Business plan 2009-2012 Energie Transitie Papier-

keten 2004–2020 October, 2008

– Feed forward by organising commitment at the man-agement level before the system is being implemented as being done in the director session in the Netherlands paper industry;

– Feed back by certifying for ISO 50001 thus organising management commitment in the form of the yearly ex-ternal audits by the certifying organisation.

• ISO 50001 has a proven added value for industrial enterpris-es even when the already are focussed on energy efficiency. It gives them an organizing structure to keep and sustain the attention in all levels and facets of the organization.

implementation of iso 50001 in industry in the netherlands · sor the iso 50001. iso 50001 is...

Documents