Page 42 - index

for the team saving most energy, providing tools reviews ensure the company is on track to meet
and technical items that save energy or incentives them (table 1).
to use public transportation instead of a personal In Bain’s work with manufacturers implementing
vehicle. these programs, we see nine levers within three
Despite these well-known similarities, efficiency areas that show potential for improving energy
programs cannot be led by technical engineers; effciency (fgure 5).
they require the CEO’s commitment from
the start and a dedicated team for whom the
project is not a side activity. Leading companies Area 1: Improve production
set targets before making any strategic processes
decisions, to free up the maximum potential for
creativity and encourage thinking that deviates The shop foor is the frst place to pursue effciency,
from well-worn paths. Relative goals allow for by improving processes and upgrading machinery
more flexibility than absolute goals, and regular and other equipment.

Fig. 5 – Nine levers
to address energy ef-
fciency in an integra-
ted program (Source:
Bain & Company)

Tab. 1 – Many companies have defned specifc energy saving targets
(Sources: Company websites; Company CSR reporting; Bain analysis)

BASF
“We aim to increase the specifc energy effciency of our production processes by 25% by 2020, compared with 2002”

Heidelberg Cement
“Targeted energy consumption decrease in BU aggregates by 2020 (vs. 2009): 15%”

Messer
“The target set in 2008 of reducing average energy consumption in our air separation units in Europe by 7% by the year 2010 has
been reached”
Henkel
“We aim at 15% reduction of energy consumption per ton by 2012 (vs. 2007)”
RWE
“We are committed to increasing both our own energy effciency and that of our customers’. Targets vs. 2009: 11% for power
plants by 2013; 20% for RWE feet of vehicles by 2012; 5% for RWE real estate by 2014; 8% for RWE customer projects by 2012”

40 Impiantistica Italiana - Novembre-Dicembre 2013