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Nissan modified benchmark funding practices for energy efficiency projects based off peer evaluation, resulting in relaxed investment criteria and a savings yield of $2.1M and 17,500 tons of CO2.
UTC created a cross-divisional Energy Council to develop the strategy, disseminate energy efficiency best practices, and focus efforts to meet the company’s ambitious energy and GHG reduction goals.
Volvo established a new guideline that allows managers to factor in the risk of increasing energy prices when making energy efficiency investment decisions, helping it meet its initial 25% energy intensity reduction target and set a new 25% goal.
Lennox International realized that split incentives prevent energy efficiency progress at leased facilities and worked together with landlords to overcome this barrier resulting in energy savings of 650,000 kWh.
Eastman Chemical formed an Executive Steering Team to garner the support and cooperation needed to modify their existing energy management program, helping the company meet new energy efficiency targets.
In 2008, Victor Valley Wastewater Reclamation Authority (VVWRA) began planning plant upgrades to comply with new nitrogen permit limitations and an expected capacity increase. VVWRA also evaluated incorporating a waste-to-energy project to reduce future energy costs and eliminate natural gas purchases with the ultimate goal of becoming energy neutral.
TE is encouraging and tracking the deployment of proven and broadly-applicable best-practice approaches by establishing "Centers of Excellence" teams that identify promising approaches and provides resources and a method for sign-up and project tracking.
Electrolux developed and implemented its own energy management certification program, called Green Spirit certification, which evaluates each Electrolux site annually on criteria such as energy performance, energy management, and implemented actions, resulting in $50 million annual cost savings.
Toyota established an aggressive water and energy efficiency supply chain program, resulting in $4.4 million in total annual energy reduction opportunities identified.
Johnson Controls continues improving energy efficiency after achieving the goal with their "Energy Hunt" program empowering local sites to continue identifying and implementing energy savings projects on a continuous improvement basis.
Orange Water and Sewer Authority (OWASA) leveraged a state revolving fund and technical assistance from a local university to implement energy efficiency improvements at the Mason Farm Wastewater Treatment Plant (WWTP), resulting in an energy use intensity reduction of more than 40%.
Bucks County Water and Sewer Authority (BCWSA) integrated a cutting edge energy tracking software system into its IT infrastructure to successfully monitor over 125 pumping stations.
3M implemented an annual energy-focused communications plan, increasing clarity and communication within all 3M operations.
Bently Mills installled a facility wide LED retrofit and high efficiency water fixtures with no upfront capital through an efficieny as a service financing program. The lighting retroift is expected to save 1.3 million kWh annually.
DMWW improved energy efficiency and staff expertise by installing "energy monitor" systems fed by electric submeters to track pump efficiency, paired with increased training for maintenance, repair, and operations personnel - saving $185,000 annually.
Saint-Gobain North America (SGNA) established a "compressed air challenge" to tackle compressed air leakages. This challenge, accepted by 19 SGNA facilities, employed a point system to incentivize teams to find and fix compressed air leaks.
Celanese developed an energy assessment matrix that uses 41 key elements of an EMS in a tiered format, allowing for a comprehensive and layered assessment matrix that differentiates the foundational requirements of a program, from basic to advanced to leader-type elements.
The City of Grand Rapids Water Resource Recovery Facility management adopted a leadership style focused on creating a culture of collaboration that encouraged sharing ideas and innovation.
Schneider Electric developed an energy-usage model to visualize the facility’s energy performance. The tool allows on-site operators and management to detect and correct problems before they become excessive. The local team uses this tool daily to assess performance.
Celanese Corporation created "Energy Sparks," one page, “Did You Know” format-conversation starters and fact-sharing tools about energy topics relevant to a manufacturing plant. The information is communicated in a simple format to stimulate conversation, initiate action at the shift team level, and ultimately change employee behavior.
As part of the annual ArcelorMittal Energy Fair, the company launched the Power of 1 contest to encourage individual employees and teams to submit new low- and no-cost energy savings ideas for their plants. The winning ideas will save the company on energy costs and provide an opportunity for employee recognition.
At Ford’s Dearborn Research and Engineering Campus Central Energy Plant (CEP), a "digital twin" - a lifecycle 3D model - helps operators and engineers manage energy and operational risks by monitoring the CEP’s energy systems.
Celanese upgraded equipment controls by adding an energy dashboard giving operators access to real time energy consumption. This tool resulted in $300,000 in energy cost savings and identification of $1.5 million in low to no-cost energy-saving opportunities at one plant.
General Motors developed an Energy and Water Project Roadmap to track key project information and allow this information to be shared to utility and plant managers within all of the partner's U.S. facilities for research and planning purposes.
3M created a pool of capital to fund overlooked cost-saving energy efficiency projects resulting in more than $580,000 in savings.