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Business: Industrial

CIPEC Annual Report 2010

CIPEC Leadership Awards for Employee Awareness and Training

Husky Injection Molding Systems

Driving energy efficiency throughout the manufacturing process with employee awareness and training

Husky – one of the world’s leading suppliers of injection-molding equipment and services to the global plastics industry – is shaping winning attitudes on energy efficiency among its employees. A three-pronged approach to employee awareness and training helped Husky reduce energy use on its Bolton campus by around 17 percent between June 2007 and August 2009.

Husky Injection Molding Systems
Fast facts

(Bolton, Ontario)

Winning edge: Driving energy efficiency throughout the manufacturing process with employee awareness and training

  • Husky Injection Molding Systems is one of the world’s leading suppliers of injection molding equipment to the global plastics industry.
  • Its Bolton plant reduced energy use by around 17 percent between June 2007 and August 2009.
  • The corporate goal is to reduce energy use by 3 percent annually.
  • Husky plants around the world compete with each other on energy efficiency.

“Management’s commitment to energy efficiency training shows everyone at Husky how serious we are about saving energy. The bottom line is that employees, managers and our executive team realize energy efficiency not only benefits the environment, but also benefits business,” says Al Fiacco, Facilities Manager at Husky’s main manufacturing campus in Bolton, Ontario, just north of Toronto.

Good energy management practices are a priority for Husky, a CIPEC Leader in the plastics sector. Husky has set a corporate goal of reducing energy use by 3 percent annually. Husky’s plant in Bolton is spread across a 54-acre campus with five buildings. Peak energy demand at the site averages 6.5 megawatts in the winter and 8 megawatts in the summer.

Enhanced employee awareness has led to projects like installing sub-metering and equipment operations scheduling, which realized annual energy savings in electricity consumption of 19 000 gigajoules. Discussions at energy team meetings prompted the company to install variable frequency drives on a number of HVAC systems and large process motors. This resulted in significant energy reduction.

Husky’s employee awareness and training uses three elements – energy-awareness, an energy challenge and engineering engagement – to drive energy efficiency throughout its manufacturing process.

Energy awareness and education

Husky relies on mandatory energy training, and it reports training progress to corporate and production team leaders. With the help of a customized Dollars to $ense Energy Management Workshop offered by Natural Resources Canada, the Husky Awareness Training program was launched in May 2007. New Husky employees also receive sustainability training as part of their orientation.

By August 2007, more than 900 employees at the Bolton plant had been trained, including equipment operators who were given the tools to spot energy efficiency opportunities. These operators now rely on a detailed checklist before ending their shifts. Using the checklist has ingrained actions like shutting off equipment not required for the next shift. Husky also translated energy awareness training materials into Mandarin and trained Husky employees in Shanghai.

Husky employees are also able to earn GreenShares, which is a company-wide program to encourage environmental responsibility in employees at home and at work. “GreenShares is especially positive because it encourages employees to participate in sustainability and demonstrates the ongoing commitment to proactive environmental responsibility that Husky maintains as one of its core values,” Fiacco says.

Energy challenge

Husky also relies on friendly competition between employees to spur energy efficiency gains. In the most recent competition, manufacturing plants in Bolton, Luxembourg, Vermont and Shanghai worked from November 2009 to January 2010 to reduce energy consumption. The Shanghai campus edged out Bolton for first place with a drop in electricity consumption of 10.9 percent. The Bolton campus achieved a 10.7 percent reduction.

The energy challenge also had an employee engagement component – from boards where employees could sign a public declaration of environmental stewardship, to lunch and learn events on composting and a green auto show in which auto dealers brought hybrid vehicles to the plant.

Engineering engagement program

Husky is also dedicated to helping its customers become more energy efficient. Husky’s Manufacturing Advisory Services team provides operational consulting, design and project management services to help customers increase the operating efficiency of their facilities. Husky also offers customers a Total Energy Management program that uses a holistic approach to achieve continuous and sustainable energy reduction in an injection molding operation.

An ongoing goal for Husky is to develop technologies that increase sustainability and reduce the environmental footprint of packaging. For example, the company offers solutions to help develop lighter beverage packages. Husky is also investing in technology that is enabling customers to make plastic packaging with a higher percentage of post-consumer recycled resins, leading to a smaller carbon footprint.

Looking to the future, Fiacco expects employee awareness and training on energy efficiency to play an even greater role. “Our goal of carbon neutrality by 2025 means sustainable energy use will remain a priority. Fortunately, we have a number of visionary thinkers and talented engineers who are dedicated to keeping Husky on the leading edge of environmental stewardship.”

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Molson Coors Canada

Increasing employee awareness and energy management skills with an energy conservation program

It takes great employees to make great-tasting beer. Molson Coors Canada recognizes that its employees are key to its success, which is why the brewery focused on engaging employees in order to energize the bottom line with energy efficiency.

Molson Coors Canada
Fast facts

(Vancouver, B.C.)

Winning edge: Increasing employee awareness and energy management skills with an energy conservation program

  • Molson Coors Canada produces about 900 million litres of beer annually.
  • A company-wide network of energy managers report through a national energy committee.
  • The Power to Make a Difference program aims to reduce energy consumption by at least 5 percent every year.
  • Redesigning the brewing kettle steam systems cut annual energy use by 5,800 gigajoules and avoided 288 tonnes of carbon dioxide.

The brewery energy conservation program – known as the Power to Make a Difference – increases employee awareness of their role in day-to-day energy efficiency. Energy targets and results are reported monthly by e-mail and on scoreboards throughout the brewery.

“I get ideas every day from employees. One thing leads to another, and an idea becomes an energy-saving project,” says Scott Gordon, Chief Engineer at the Molson Coors Canada brewery in Vancouver, a CIPEC Leader in the brewery sector. Gordon also serves as the brewery’s energy manager and is part of a company-wide network of energy managers who report through a national energy committee. “We get big ideas and small ideas. It all goes into the mix – whether it’s people letting me know a light’s on when it shouldn’t be, or something that affects production.”

The brewery’s 150 staff have long shown their passion for saving energy, but since the Power to Make a Difference was launched in April 2008, there has been a renewed focus on energy efficiency. Redesigning the brewing kettle steam systems reduced the plant’s overall steam pressure. This cut annual energy use by 5,800 gigajoules and avoided 288 tonnes of carbon dioxide. A refrigeration study, in partnership with BC Hydro’s Power Smart program, identified opportunities that saved 6,000 gigajoules of electricity per year. Replacing the incandescent light bulbs in the Molson sign with LED bulbs saved 700 gigajoules per year.

“The Power to Make a Difference is really an innovative way to drive employee awareness on energy efficiency and company results at the same time,” Gordon says. Before the program was launched, Molson’s approach to energy efficiency was more ad hoc. The brewer scored some big wins, but now the focus is on tackling energy efficiency challenges in a more systematic way.

The program’s goal is to build on existing environmental initiatives and to reduce energy consumption related to gas, electricity and water in Molson’s breweries by at least 5 percent every year. Ultimately, the idea is for all employees to think of conserving energy as essential for doing a good job.

Scott also cites senior management support as key to Molson Coors' ongoing success. He adds that being part of an international corporation offers important opportunities to learn about energy efficiency. “No matter how committed you are, we all wear blinders. To get around that, I have monthly calls with other energy managers and we meet face to face twice a year.”

Energy managers like Gordon also welcomed the resources offered by the Power to Make a Difference program. It’s a comprehensive guide to motivating employees to become energy efficient. It sets the tone with a recorded message from Daniel Pelland, Chief Brewing Officer at Molson, who asks employees to “make Molson one of the most environmentally conscious and energy efficient breweries in the world.”

Program tools also include posters, tent cards, advertisements and t-shirts. One of the more innovative ideas is a snag tag. Employees can use these red tags emblazoned with the words “Energy Alert!” to write notes to fellow employees and supervisors about equipment and processes that are wasting energy. A PowerPoint presentation, e-mail templates and briefing notes round out the program tools.

Another key element of the program is its focus on employee energy habits outside work. The rationale is that the more people think about energy, whether at home or work, the more inclined they will be to become energy efficient.

Molson Coors Canada also intends to continue to take advantage of other energy efficiency training and awareness opportunities beyond the Power to Make a Difference. Spot the Energy Savings Opportunities Workshops from Natural Resources Canada have garnered interest in the past, and Gordon is open to holding more workshops. He was also pleased with the content and learning opportunities at the Energy 2009 conference. “The award was important to staff and executives. And networking with people at the conference really helped us step outside our box,” Gordon says. He was particularly interested in a session on optimization of combustion systems. “Advanced burner concepts like flame shape and how temperatures fluctuate are something we can apply here.”

Gordon is optimistic that employee awareness and energy management skills will continue to move from strength to strength at Molson Coors. “We want to move to a best-in-class level in energy management, where people are tracking their own usage, knowing their energy targets and responding proactively.”

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