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Nestle Singapore Pte Ltd

Nestlé has been setting – and on average achieving – annual targets in energy and water efficiency since 2010. The company aims to cut energy use by four per cent and water use by four per cent in 2014. So far, the company has saved 545,000 GJ of energy.

The company’s energy management system is led by the ETF, driven by the energy manager and plant heads. Reflecting the diversity of plant operations, the task force is multi-function and multi-level – all managers and engineers are included. Energy savings targets are set to KPIs and linked to the overall management team’s performance. A budget is available for small changes and the Maintenance & Improvement (M&I) budget can also be utilised to carry out work leading to energy savings. Numerous operational improvements can also deliver benefits, and it is stressed that any budget should be properly allocated to energy efficient technologies for upgrades and replacements.

They have implemented a number of initiatives including using biomass generated steam in wet spent grain drying operations, reusing condensate overlow during recipe change over, recycling boiler blow-down waste heat to feed the water system, and reducing power by optimising cooling water pumping. Performance is monitored using a corporate intranet, and by the factory team. Energy use is reviewed in weekly operations meetings and quarterly task force meetings.

Innovative initiatives

Operational areas are complex both technically and in terms of manpower resources, and involving all members has been a challenge. For example, the engineering team may have different KPIs to the operations team, resulting in different priorities. So, harmonising not only human resources but also KPIs was important to reinforce energy savings as a line function. Getting meetings and project lows organised also took careful calibration.

Timing had to be carefully coordinated to ensure all relevant parties were participating at relevant junctures, and with big projects kicked off at earlier intervals and during shut down periods to maximise successful energy efficiency outcomes. Through careful coordination efforts, as well as internal communications and culture building activities, employee participation has greatly improved.


*This cover on Nestle Singapore Pacific Pte Ltd is published in Envision Magazine Issue 6.


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