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INDIVIDUAL PAGE

Name: Mohamad Azim bin Mohd Adam

Batch: EMTC Session 55

Topic Selected: Topic 2

Detail description of Topic 2: Proposal to implement SEMS in your client premise Your company is a facility management contractor at an installation. The company is obliged to develop a Sustainable Energy Management System SEMS for the installation. The system will adopt the ASEAN SEM certification initiative named Energy Management Gold Standard (EMGS), with commitment from all levels to achieve a 3-Star rated within reasonable timeline of its implementation. The client has decided a SMART target of energy savings to be achieved. Prepare an implementation proposal to fulfill the contractual obligation to be submitted to client for approval.

Edgenta Mediserve Sdn. Bhd.

Edgenta Mediserve Sdn. Bhd. This proposal prepared for DIRECTOR OF HOSPITAL SLIM RIVER PROPOSAL ON IMPLEMENTATION

This proposal prepared for DIRECTOR OF

HOSPITAL SLIM RIVER

PROPOSAL ON IMPLEMENTATION OF SUSTAINABLE ENERGY MANAGEMENT SYSTEM AT HOSPITAL SLIM RIVER

TABLE OF CONTENT

Contents

1.0

EXECUTIVE SUMMARY

1

2.0

OBJECTIVES

2

3.0

INTRODUCTIONS

2

3.1

Company Background

2

3.2

The benefit for getting 3-Star Energy Management Gold Standard

3

3.3

Overview of Certified Energy Management Standard

4

3.4

Overview of the Sustainable Energy Management System (SEMS)

5

4.0

EVALUATION OF ENERGY MANAGEMENT STATUS

5

5.0

SUSTAINABLE ENERGY MANAGEMENT SYSTEM (SEMS)

8

5.1

Organisation Preparation

8

5.1.1

Energy Policy

8

5.1.2

Energy Management Committee

10

5.1.3

Energy Management Component

11

5.1.3.1

Energy Accounting Centre (EAC)

11

5.1.3.2

Energy Efficiency Index and Establishing Baseline

12

5.1.3.3

Working Manual and Tools for Energy Management

15

5.1.3.4

Training

15

5.2

Implementation of Energy Conservation Measures

16

5.2.1

Detailed Energy Audit

16

5.2.2

Select Energy Target and Plan

17

5.2.3

Sustainable Improvement Team

23

6.0

SUMMARY STEPS AND MILESTONE PLANNING

24

7.0

CONCLUSION

28

APPENDIX A : RECOMMENDED ENERGY POLICY

29

APPENDIX B : ENERGY MANAGEMENT COMMITTEE SCOPE OF WORK

30

LIST OF FIGURES

Figure 4

: Energy Management Matrix

6

Figure 5.1 : Elements in developing energy policy

9

Figure 5.2 : Proposed Energy Management Committee for HSLR

11

Figure 5.3 : EEI Baseline for HSLR

14

Figure 5.4 : Sticker Design (proposed)

18

Figure 5.5 : Malaysian Standard for lighting illuminance

21

LIST OF TABLES

Table 5.1 : Proposed EAC for HSLR

12

Table 5.2 : Energy Consumption for HSLR

13

Table 5.3 : Investment for Sticker (proposed)

18

Table 5.4 : Timer installation for AHU (proposed)

19

Table 5.5 : Timer installation for lighting (proposed)

20

Table 5.6 : Delamping for corridor lighting (proposed)

21

Table 5.7 : LED installation for critical area

22

Table 5.8 : List of Sustainable Improvement Team

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1.0

EXECUTIVE SUMMARY

Energy is an essential commodity which is needed in all ratings of life. It has been defined as the ability to do work and cannot be created or destroyed. Energy can only be converted from one form to other forms for instance the conversion of chemical energy in a fuel into electricity through energy exchange process. According to Malaysia Energy Statistics Handbook 2016 issued by Energy Commission, the generation of electrical energy in Malaysia came from a variety of sources and as far as 2014, natural gas lead with a percentage of 64.2% and followed by crude oil with a value of 30.1%, hydropower 3.1%, coal and coke 1.7% and the rest is biodiesel, biomass, solar and biogas combined.

Deriving out of that value, a total of 96.8% of primary production for energy supply are composed of carbon-based fuels which contributes in high amount of carbon dioxide emission. Realising the fact, Malaysian government had during the 15 th Conference of Parties (COP15) in the United Nations Framework Convention for Climate Change declared voluntary reduction of carbon dioxide emission up to 40% by 2020 and later in 2016 Malaysia has re-pledged to reduce 45% of carbon dioxide emission by 2030. In order to ensure the target attained, government have initiated the Sustainability Programme and has provided financial allocation for Facilities Management Company to execute the Sustainability Programme including the Sustainability Energy Management System (SEMS) in all healthcare facilities in their respective jurisdiction.

Edgenta Mediserve Sdn Bhd (EMSB) are compelled to meet the requirement in implementing the SEMS and assist Hospital Slim River (HSLR) in achieving the 3 Star Rating of AEMAS Energy Management Gold Standard within 5 years period. Therefore, this proposal is written in order to embellish the steps and procedures that should be taken in order to effectuate the requirements and to gain support from the management of Slim River Hospital to implement it.

1

2.0

OBJECTIVES

The objective of this proposal is to

Acquire a Sustainable Energy Management System (SEMS) for Hospital Slim River

Adaptation of the ASEAN SEM certification initiative which is the Energy Management Gold Standard (EMGS) and aim to achieve a 3-Star rated within reasonable timeline.

Ensure a SMART target of energy savings to be achieved.

3.0 INTRODUCTIONS

3.1 Company Background

UEM Edgenta Berhad was founded on May 31 st , 1963 and is headquartered in Kuala Lumpur. It is an investment holding company which commit in the provision hospital support services, intergrated facilities management, property development, environment and sustainability services, and management services. It operates through the following segments:

Asset Development and Asset Management Consultancy

Integrated Facilities Management

Infrastructure Maintenance

Property

The Asset Development and Asset Management consultancy segment is in respect of roads infrastructure, civil and building related works. The Integrated Facilities Management segment includes provision of hospital support services, provision of facilities management and provision of infrastructure facility services while for Infrastructure Maintenance segment, it is in the business of maintenance and repair of civil, mechanical and electrical works on roads, and infrastructure and expressways works.

Edgenta Mediserve Sdn Bhd has signed an agreement with Malaysia Ministry of Health (MOH) to attend as the facility management company for hospitals in the Northern Region and all hospitals have been instructed to implement the Sustainable Energy Management System and obtained AEMAS 3-Star Energy Management Gold Standard Certification within timeline given.

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3.2

The benefit for getting 3-Star Energy Management Gold Standard

Once Hospital Slim River managed to obtain 3-Star Energy Management Gold Standard, several benefits can be retrieved which is:

It allows end-users to implement a sustainable energy management system in compliance with ISO 50001 at lower cost.

Help to guide end-users in improving energy performance, cost efficiency and improve overall productivity.

Facilitate energy end-users to fulfill legal requirement such as Efficient Management of Electrical Energy Regulations (EMEER) 2008 in a systematic way

Provide end-users with public recognition for commitment given in sustainable development which helps improving public image.

Participating in ASEAN Energy Award under Energy Management category.

Creating a green image and Corporate Social Responsibility (CSR) for the hospital.

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3.3

Overview of Certified Energy Management Standard

The overall objective of AEMAS is to reduce energy consumption in the industrial sector and thus reduce greenhouse gas emissions in ASEAN countries via systematic energy management approach. ASEAN Centre for Energy (ACE) has appointed MGTC as the Country Coordinator in Malaysia. The project involves certification of companies based on newly launched ISO 50001 standard and some criteria specified by the scheme.

It has three levels of certification to progressively drive towards energy management best practices with 2 years of validity for each star rating. In order to meet the Energy Management Gold Standard, the requirement below must be fulfilled.

1- Star

2-Star

3-Star

 

Energy Management System in place according to ISO 50001

Fulfilled 1 Star + (one of following)

Fulfilled 2 Star +

 

Energy

Manager

must

be

Improvement of overall EEI by 5% over 2 years

Professional

Energy

Appointment

of

Certified

Manager (PEM)

Overall

energy consumption decreases by

5%

Improvement of EEI by 1% on year on year basis over past 3 years

 

Energy Manager

Motivation Plan for the personal involved in the Energy Management system

EE

measures

Allocation of budget for investment in EE measures

Procurement policies and internal investment criteria ‘EE-friendly”

representing atleast 50% of the total energy saving

potential

of

recommended measures

 

Fuel switching project

Implementation of Renewable Energy project

Cannot

be

renewed

Cannot be renewed obligated to achieved 3 stars If 3 stars cannot be achieved, Downgrade to 1-Star with 1 year validity

If 3 stars cannot be renewed, Downgrade to 1-Star with 1 year validity

obligated to achieve 2 star

Once SEMS is in place, it is proposed for the hospital to undergo certification process for AEMAS Energy Management Gold Standard.

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3.4

Overview of the Sustainable Energy Management System (SEMS)

Sustainable Energy Management System is the process of managing the energy consumption in the organization to assure that energy has been efficiently consumed. Executing in the hospital, it covers all aspect of energy consumption in the organization and involves not only machines or medical equipment but also searching for the best operation from the operators. In order to ensure the implementation of Sustainable Energy Management System (SEMS) runs auspiciously, it need full support from all levels of staff in the organization. Several principles have been made to focus on how to get the support from both the organization and staff which is:

Comply with wider organization objectives or goals

Be able to raise staff awareness and get involvement from all staff in the organization

Develop organization and staff knowledge

Support the continuous improvement process in the organization

Be able to integrate with standard working procedures or other quality systems in the organization.

Without sustainable energy management system (SEMS), the organization will not be able to control and maintain the saving result. Therefore, it is paramount to have SEMS in the organization as it will assist the company:

Setting up systematic energy cost management to achieve energy cost saving

Reducing operation and maintenance cost

Increase staff awareness for energy conservation and waste minimization

Setting up an energy target and plan

Preparing energy reporting system

Developing organization and staff knowledge in energy management

4.0 EVALUATION OF ENERGY MANAGEMENT STATUS

Initial stage of setting up the Sustainable Energy Management System is by having an evaluation of energy management status and it can be done using the Energy Management Matrix. The Energy Management Matrix is a user friendly yet powerful tool which act as tool developed to understand the current situation of an organization. The matrix deals with the six organizational issues of policy, organization, motivation, information systems, marketing and investment which is shown in each column and the rows of the matrix represent the increasing levels of these key elements. The current energy management status for Hospital Slim River is shown in Figure 4 below highlighted with a red line and followed by status needed to achieve 1 Star, 2 Star and 3 Star.

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3 Star 2 Star 1 Star Current
3 Star
2 Star
1 Star
Current

Figure 4 : Energy Management Matrix)

Policy

A formal written policy acts as a public statement of the organisation’s commitment to energy conservation and environmental protection and as a working paper to assist in the development of the organisation’s energy management measures.

Organisation

Energy management is the responsibility of the whole organization as everyone uses energy to complete their work tasks. The five common options are in the:

Technical department

Human Resources department

Accounting or Finance department

Chief Executive

Outside Consultants

6

Motivation

Motivating people to take an active part in energy efficiency measures such as switching off unnecessary lights is a challenging task but not as difficult as it is important to remember the following points:

Training will not be successful unless people want to change their behavior and are motivated to learn how to reduce their energy usage by working smarter and not harder

A method of encouraging motivation is to increase the personal accountability that staff have over their energy consumption

Running a continues program of energy awareness (which recognizes staff inputs and congratulates them on a job well done) will continue to motivate staff and reinforces the positive outcomes.

Information Systems

Accurate information is invaluable for effective energy management and in developing an energy management system, the following issues must be considered:

Deciding in parties that should use the information obtained and involve them in making an accurate needs assessment

Ensure that data input and analysis are as straightforward as possible and meeting the information requirements

The results obtained must motivate staff to use energy efficiently

Give good reasons for running this system to senior management

Marketing

Promoting energy management is an important component of any energy policy and will enable the following to occur:

Raise the awareness of the importance of energy efficiency for both environmental and financial considerations.

Highlights the benefits associated with energy efficiency measures to senior management

Investment

Organizations will generally commit to energy efficiency investment if they know the following:

The size of the energy wastage problem it has at present

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The technical and simple (or low cost) energy efficiency measures available to reduce energy wastage

The predicted rate of return on any investment option

5.0 SUSTAINABLE ENERGY MANAGEMENT SYSTEM (SEMS)

Once the status has been identified from the evaluation, recommendations will be made to improve all the elements of the energy management system and for an initial start, organization preparation must be established followed by implementation of energy conservation measures and system integration. Each of the preparation criteria for Hospital Slim River is describe briefly in the following subchapters.

5.1 Organisation Preparation

Organization preparation represents the first step in forming up a Sustainable Energy Management System. At this stage, several criteria have to established in order to meet the requirements and the criteria is as follows:

Energy Policy

Energy Committee

Set Up Energy Management Component

Awareness Training

5.1.1 Energy Policy

In order to implement an effective approach, the first step is to develop a practical, coherent and holistic energy policy, supported by a clear strategy to deliver it. Managing energy should be pursued with attention to its effects on other aspects of the organisation’s operations for an example staff morale. Other wider issues such as the depletion of finite resources, pollution and environmental degradation are also important. As a guideline principle, the energy policy should be expressed in ways that protect and enhance the organisation’s primary objectives and other interests. Several elements needed in developing the energy policy and it is illustrated in Figure

5.1.

8

Thrust A new and challenging dimension to energy and environment Commitment Applicability A personal message
Thrust
A new and
challenging
dimension to
energy and
environment
Commitment
Applicability
A personal
message from top
management with
a commitment to
regular policy
review
Energy
Directive on which
parts of the
organisation are
covered by the
policy
Policy
Implementation
Review
Guidance on how
the policy
objectives are to
be met
How an
organisation
knows goals have
been achieved

5.1: Elements in developing energy policy

It is important that the policy conveys senior management commitment, and set performance standards against which the organisation’s progress towards the stated goals and objectives may be measured. In place of goals, objectives and targets it is important to be clear about the nature of these three essential components. The long-term corporate goals usually to be set by senior management and provided in a summary statement of the organisation’s commitment to improving energy performance. Medium-term objectives indicate in more specific terms on how the organization will progress towards its goals over the next two to five years. The objectives will focus on the various aspects of organizational function that impact on energy performance while for targets, it is express in specific, measurable terms what the organization will strive to achieve in the short term for example in the next planning cycle or fiscal period and normally will be stated as reductions in energy units, energy expenditures, energy intensity or Green House Gases emissions. The recommended format of general energy policy consists of two parts as part 1 is more to expression of commitment and summary of principles while part 2 is detailed guideline to develop energy management system and both parts are described as follows:

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Part 1

Mission statement

Declaration of top management’s commitment to, and senior and middle management’s involvement in, energy management

Statement of policy

Statement of objectives, separated into short and longer term goals

Part 2

An action plan, specifying a time-tabled programme of work

Assigned responsibility and accountability for actions outlined, specifying individuals by name and position

Named committee representative for each department and specification of internal and external lines of communication

Coasted resource requirements, including staffing complement, investment and training needs, necessary to achieve the programme

Statement of review procedure, defining milestones and mechanisms for assessing overall progress and value for money as well as appraising the performance of individual members of staff.

The draft Energy policy for Slim River Hospital is in Appendix A. It will be further deliberated once this proposal has been approved.

5.1.2 Energy Management Committee

In practice, committee is described as an assembly or board of persons to whom the consideration or management of any matter is committed or referred by some court. Energy committee is important to be set up as its main responsibility is to manage the activities in the system, according to the energy management working procedures agreed by the whole organization. All concerned parties should realize that their commitment will significantly benefit the hospital and will be consistent with the hospital services delivery goals. For that reason, the recommended structure of Energy Management Committee for Hospital Slim river is shown below in Figure 5.2 and the job descriptions for each of the committee member is described in Appendix B

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Chairman Hospital Director Secretary Certified Energy Manager Edgenta Hospital Management Team Mediserve Facility
Chairman
Hospital Director
Secretary
Certified Energy Manager
Edgenta
Hospital Management Team
Mediserve
Facility
Hospital
Head of EAC
Manager
Engineer
Finance
Administration,Records and
Human Resources
Representative

Figure 5.2: Proposed Energy Management Committee for Slim River Hospital

5.1.3 Energy Management Component

Subsequently done with energy policy and committee, energy management component need to be set up and it consist of Energy Accounting Centre, Energy Efficiency Index, Establishing Baseline, and Working Manual and Tools which will be elaborate in this subchapter later on.

5.1.3.1 Energy Accounting Centre (EAC)

Energy Accounting Centre is defined as the identified area for the energy activity is being carried out. The EAC shall consist of building or department or system or combination of both. Energy accounting provides feedback on how much energy the organization uses and how much it costs. It also provides a means to effectively communicate energy data that facility staff, building occupants and managers can use to improve cost management. Energy accounting will help the organization to record and attribute energy consumption and costs. Energy costs depend on the amount consumed and its price. In an organization with many facilities, energy accounting makes it possible to compare energy use and cost among facilities and to monitor how energy use changes over time.

Another advantage when doing energy accounting, it helps the company or the organization to troubleshoot energy problems and billing errors by consistently tracking energy use. A sudden unexplained increase in consumption, for instance means it is time to investigate the site for the cause. Thirdly is it also helps to provide a basis for prioritizing energy capital investments by finding out which facilities have the highest energy costs, and consider targeting them for energy retrofits or other energy management efforts.

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Without energy accounting, it is virtually impossible to evaluate energy program success and communicate results. Once the results of energy management activities have been determined, it is important to communicate this information to decision makers and implementers who were responsible for the activities. Energy accounting reports and graphs are the tools for this important feedback. The fifth reason is by doing energy accounting, it will help the organization to create incentives for energy management. It is often difficult to get anyone in an organization to take the time and responsibility required for carrying out energy management activities because there is little incentive to take on the task. A maintenance director or site manager may not see much benefit in reducing energy costs if all of the savings revert to the general fund, or if lower energy bills only result in smaller allocations for utility costs in next year’s budget. Last but not least, doing energy accounting will help the organization to budget more accurately as energy accounting gives a historical look at costs. The recommended structure and breakdown of EAC for Hospital Slim River is shown below in Table 5.1.

EAC No.

Building/major

Functional Area

Head of EAC

Remarks

FEMS system

 

EAC-1 to EAC 12

 

Main Block

All Critical Area/Department

Head of

Categorized by

 

Department

Building Floor

EAC 13

Chiller System

All Department

Head of FEMS

By major system

EAC 14

 

Medical Air

All Wards at Main Block

Head of FEMS

By major system

Plant

 

EAC 15-EAC24

 

Main Block

All Wards

Ward-Matron

Categorized by

 

Building Floor

 

Table 5.1 : Proposed EAC for Hospital Slim River

 

5.1.3.2 Energy Efficiency Index and Establishing Baseline

Energy Efficiency Index is one of the Key Performance Indicator (KPI) to track the performance of energy consumption. In building, the definition of EEI is tied to the size of the building and is generally considered as energy used per unit of building floor area while in general EEI can be defined by an energy component and a factor related to the energy used component of the organisation which the formula is shown below:

=

The energy input is basically the electrical bills and differ from the Building Energy Index (BEI), the EEI basically use monthly electrical bills while for BEI usually used yearly electrical bills. Several factors that related to energy consumption which is:

Weight of product produced

Number of items produced

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Weight of raw materials used

Period of production

Floor area of building

Period of plant usage

The factor which most accurately reflects the practical application of energy and can give the best measure of energy performance should be selected. Among all listed above, the recommended factor to be used for Hospital Slim River is the floor area of building as the factor that related in energy consumption as Hospital Slim River is considered as Buildings and Facilities Management while the other factors listed are more to industrial and power plant. In order to set up a baseline for EEI, there are three major steps that should be taken which is data collection, establish relationship between energy input and related factors and setup the EEI baseline.

For data collection, two types of data that need to be collected which is energy consumption data and factors related to energy using component. Slim River Hospital favour electrical bills as energy consumption data and gross floor area as the factor. Moving to baseline establishment, data collection need to be done for a specific time of period and the period proposed for Hospital Slim River is July 2014 until June 2015 and the data collected is by looking at amount of energy consume in kWh from the electrical bills which the values are shown in Table 5.2 below.

 

Actual

Month

Consumption

(kWh)

Jul-14

657,529.00

Aug-14

653,243.00

Sep-14

635,414.00

Oct-14

659,087.00

Nov-14

651,950.00

Dec-14

684,289.00

Jan-15

685,893.00

Feb-15

618,679.00

Mar-15

667,315.00

Apr-15

651,938.00

May-15

630,544.00

Jun-15

638,623.00

638,623.00

Table 5.2 : Energy Consumption for Hospital Slim River (July 2014-June 2015)

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Through the data taken, the value of energy consumption from July 2014 until June 2015 has been sum up and divided by 12 months to get the average monthly energy consumption. The average was then divided by gross floor area to get the EEI baseline as gross floor area is considered as factor that relate in energy consumption. The value for the baseline has been obtained and drawn on the graph below with a green line. The redline represent the energy saving target and the target for Slim River Hospital is 10% energy saving. In order to achieve the target, the graphical chart must be below or same level as the position of the redline. Generally, baseline is defined as a minimum or starting point used for comparisons which means that if the value of the EEI on certain month is below the baseline or the green line, it shows energy saving while if it is vice versa, it shows high consumption in energy.

while if it is vice versa, it shows high consumption in energy. Figure 5.3 : EEI

Figure 5.3 : EEI Baseline for Hospital Slim River

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5.1.3.3

Working Manual and Tools for Energy Management

The working manual and tools will establish when the EEI Baseline has been set and has common agreement among the executive and the Energy Management Committee. Each EAC has to prepare its own working manual and tools for its staff to follow and use in daily work. The components of working manual and tools are as follows:

Process Mapping

Work Instruction

Log Sheet

Calculation Sheet

Operational Guideline

Process mapping is a tool for analyzing the characteristic of energy consumption of each EAC and it indicate details of all sub-process in EAC. The objectives of process mapping are to understand how and what type of energy has been used and to identify how the energy consumed and data collected can be related. For work instruction, it indicate to staff on what data needs to be collected and indicate trouble shooting while log sheet is a standard form for the operator to fill in all actual control parameters.

The fourth component is calculation sheet which helps in analyzing the meaning of the raw data, such as the calculation of combustion efficiency of boiler, pump efficiency, etc. For simple calculation and analysis, calculation sheet can be included in Log Sheet. Last but not least is the operational guideline which indicates the energy management procedure and the organization has to formulate working procedures as the guidelines for all staff to practice in their daily work. There are two levels of working procedures:

Organization level, Energy Management Working Procedure (EM-WP), set by energy management committee

EAC level, EAC-Working Procedure (EAC-WP), set by head of EAC.

5.1.3.4 Training

Training constitutes a basic concept in human resources development. It is concerned with developing a particular skill to a desired standard by instruction and practice. Training is defined as the organized procedure by which people learn knowledge and/or skill for a definite purpose. It refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization acquire and apply the knowledge, skills, abilities, and attitudes needed by a particular job. For energy purpose, there are three types of training which is Awareness training, Energy Management Training and Technical Training and is

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Awareness Training

The awareness training is to motivate and raise the Hospital’s staff, public and other end users awareness on the SEMP. The training is designed to give exposure and acts as a platform to convey the energy policy to all relevant party.

Energy Management Training

The purpose of this training is to make the management team understand the principles and procedures of energy management system and the role and responsibility of related staff.

Technical Training

By doing technical training, it helps to train the technical staff on the specific technology or technique to improve energy efficiency. The technical training can be conducted by CEM or any Certified Training Provider and the topics covered must be relevant to the intended purposes and training attendance will be audited and shall be maintained by EMC for record purposes.

5.2 Implementation of Energy Conservation Measures

Energy Conservation Measure is a project conducted or technology implemented that reduces the consumption of energy in a facility. The types of projects implemented can be in a variety of forms but usually are designed to reduce utility costs. the ere are four main task and is described as follows.

Detailed Energy Audit

Select Energy Target and Plan

Set up Sustainable Improvement Team (SIT) for each ECM

Technical Training

5.2.1 Detailed Energy Audit

An Energy Audit is an investigation of all facets of an organisation’s historical and current energy use with the objective of identifying and quantifying areas of energy wastage within the organisation’s activities. The scope of energy audit and analysis is as follows:

Type of collected data

Number of collected data

Area or equipment that need to be audited

Audit time frame

Expected analysis result

16

The energy manager is accountable in organizing a meeting with head of EACs to gather the requirement. As for the resources involve in conducting an energy audit, the first thing needed is metering equipment and for organization level, it helps to collect energy consumption data and factors related to energy using component while in EAC level, it helps to collect the amount of energy consumption and controlled parameter. The second thing is manpower to do the audit and thirdly is budget in case there are no metering equipment and manpower.

Energy audit can be done by two types either internal audit which is conducted by internal staff but only if the organization has adequate metering equipment and capable staff or external audit which is conducted by external experts. If going with internal audit method, then the energy manager and head of EAC have to allocate the internal staff to take care of the energy audit work while if external audit, then energy manager has to look for an external expert to conduct energy audit. The audit method proposed for Hospital Slim River is internal audit as the number of hospital and Edgenta personnel are already enough to conduct the audit and several ECM has been detected through the internal audit which will be elaborate on the Energy Target and Plan topic.

5.2.2 Select Energy Target and Plan

Energy target drives energy management activities and promote continuous improvement. Setting clear and measurable target is critical for understanding the intended results, developing effective strategies and reaping financial gains. The target for Hospital Slim River is 10 % reduction in energy consumption from the EEI baseline. The internal audit has been done by Edgenta Mediserve and several Energy Conservation Measures have been identified and it can be prevailed by having a plan which will be discussed in this chapter. The energy conservation measures need to be prioritized according to three types which is:

No investment measures

Medium or Low measures

Large investment measure

The No or Low investment measures can be implemented immediately follow with medium and large investment measures.

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Plan for the 1 st Audit Finding

Almost all hospital personnel left their work station to have their lunch and most of them does not or forget to switch off the electricity or equipment. Therefore, the plan is to have an announcement done in order to remind them to always switch off all the unnecessary electrical appliances or equipment. The time proposed for the announcement is 12.50 p.m and 4.50 p.m as this is the best time to remind them because they will leave their working station at 1.00 p.m and 5.00 p.m to go for a lunch and to go home after finish working. By doing that, it helps in conserve energy although not as much but still it contributes and this can be categorized as no investment measure since no investment needed. The verse that will be used for the announcement are shown in Appendix C.

Plan for the 2 nd Audit Finding

Most of the hospital personnel does not aware on the importance of saving energy as they think it does gives impact in their life. Therefore, it is proposed that an awareness training must be done in order to inform user how by saving energy can actually save the earth and this can be done internally by having CEM explaining to them. The routine proposed is every 3 months and can be done by gong to each department or by having all the head of EAC as representative during the talk. This also can be considered as no investment measures.

Plan for the 3 rd Audit Finding

In order to increase the awareness among all staff, the propose plan is to put energy sticker on each plug as from the findings, the plug load is the 3 rd largest contribution in energy consumption after chiller system and lighting system. The proposed sticker design is shown below in Figure 5.4 and the investment needed for implement the sticker is shown in Table 5.3.

needed for implement the sticker is shown in Table 5.3. Figure 5.4 : Sticker Design (proposed)

Figure 5.4 : Sticker Design (proposed)

Item

Description

Quantity (pcs)

Unit Price (RM)

Amount (RM)

Return of Investment

Remarks

1

60 mm Mirror Kote Sticker + Glossy Finishin

5000

0.1086

543.00

N/A

proposed

Table 5.3 : Investment for sticker (proposed)

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Plan for the 4 th Audit Finding

Several department in Slim River Hospital operates as normal working hour which means 8 a.m till 5 p.m and it also operates from Monday to Friday only for example the Administration, Specialist Clinics and the Physio Department but the Air Handlin Unit for those departments operates 24 hours and 30 days which means a lot of energy wastage. Therefore, the plan proposed is to install a timer for those Air Handling Unit as the detail of savings and return of investment are shown detail in Table 5.4 below. This can be considered as low investment measures.

 

Before Implementation

After Implementation

 

Unit Number

Area Served

Motor

Motor (kW)

Operating Time

Operating

Consumption

Operating Time

Operating

Consumption

Saving in kWh

Saving in RM

Saving in RM

Investment

 

Return of

Remarks

HorsePower

Days

kWh

Days

(kWh)

(monthly)

(year)

(RM)

Investment

AHU 2-10

Sub-Wait

7.5

5.5875

24

30

4023

10

22

1229.25

2793.75

855.585937

10267.03124

40

2

Days

Proposed

AHU 1-8

Physio

7.5

5.5875

24

30

4023

10

22

1229.25

2793.75

855.585937

10267.03124

40

2

Days

Proposed

 

Specialist

                           

AHU 2-4

Clinics

4

2.98

24

30

2145.6

10

22

655.6

1490

456.3124998

5475.749997

40

Medical/Paedi

3

Days

Proposed

 

Specialist

                           

AHU 2-2

Clinics

4

2.98

24

30

2145.6

10

22

655.6

1490

456.3124998

5475.749997

40

Surgical/Ortho

3

Days

Proposed

AHU 2-1

Specialist

20

14.9

24

30

10728

10

22

3278

7450

2281.562499

27378.74999

40

   

Clinics (O&G)

1

Day

Proposed

AHU 5-4

Administration

20

14.9

24

30

10728

10

22

3278

7450

2281.562499

27378.74999

40

1

Day

Proposed

AHU 5-3

Computer lab

15

11.175

24

30

8046

10

22

2458.5

5587.5

1711.171874

20534.06249

40

1

Day

Proposed

 

TOTAL

29055

8898.093745

106777.1249

280

  TOTAL 29055 8898.093745 106777.1249 280

Table 5.4 : Timer Installation for AHU (proposed)

Plan for the 5 th Audit Finding

Most of the lighting system in Hospital Slim River are using centralized system meaning that even though the department operates as normal working hours, the light is still on at night although there is no user in that department since it operates 8 a.m till 5 p.m only and this shows how many energy wastage in Hospital Slim River. Therefore the proposal plan is to install timer at the distribution board for each department as it helps in saving a lot of energy and money and this can be considered as low investment measures as the details of which department should be installed, how much is the investment and how long is the return of investment were all described in Table 5.5.

19

Department

bulb

Saving in

kWh

Investment

ROI in year

Remarks

162

42

24

30

4898.88

10

22

1496.88

3402

           

Physio/Rehab

42

24

24

30

725.76

10

22

221.76

504

3906

1196.21

14354.52

40

1

Days

proposed

Specialist Clinics

273

42

24

30

8255.52

10

22

2522.52

5733

           
                 

6261

1917.43

23009.16

(Dental)

44

24

24

30

760.32

10

22

232.32

528

Outpatient

102

42

24

30

3084.48

10

22

942.48

2142

2190

670.69

8048.249996

40

8 Hours

proposed

Pharmacy

4

24

24

30

69.12

10

22

21.12

48

Specialist Clinics

212

42

24

30

6410.88

10

22

1958.88

4452

4500

1378.12

16537.50

(O&G)

4

24

24

30

69.12

10

22

21.12

48

Admin

42

42

24

30

1270.08

10

22

388.08

882

882

270.11

3241.349998

40

5

Days

proposed

Library

76

42

24

30

2298.24

10

22

702.24

1596

1596

488.77

5865.30

M&E

122

42

24

30

3689.28

11.5

30

1767.78

1921.5

1921.5

588.46

7061.51

40

2

Days

proposed

Lobby

60

42

24

30

1814.4

12

30

907.2

907.2

907.2

277.83

3333.959998

40

4

Days

proposed

Inpatient Pharmacy

164

42

24

30

4959.36

10

22

1515.36

3444

3444

1054.72

12656.70

40

2

Days

proposed

CME

44

42

24

30

1330.56

10

22

406.56

924

924

282.97

3395.70

40

5

Days

proposed

 

TOTAL

26531.7

8125.33

97503.95

 

Table 5.5 : Timer installation for lighting (proposed)

Plan for the 6 th Audit Finding

The next finding from the audit is the illuminance of the light. Illuminance is defined as the amount of light that covers a surface. The unit of illumination in SI system is lx. The lux of the lighting in Hospital Slim River have been measured by using lux meter and it was seen that the illuminance of lighting at the outside corridor is higher than expected. According to Malaysian Standard on Energy Efficiency and use of renewable energy for non-residential buildings-Code of Practice (Second revision), the lux needed for corridor lighting is just 100 lux which as shown in Figure 5.5 while the reading gained from the lux meter is 205 lux. Therefore, it is advisable to make a de-lamp for corridor lighting as it is considered no investment measures and helps in saving energy. The amount of saving when implementing the plan is tabulated in Table 5.6.

20

Figure 5.5 : Malaysian Standard for lighting illuminance Department/Area Corridor Level 1 Corridor Level 2

Figure 5.5 : Malaysian Standard for lighting illuminance

Department/Area

Corridor Level 1

Corridor Level 2

Corridor Level 3

Corridor Level 4

Corridor Level 5

Before Implementation

After Implementation

 

Saving in kWh

Saving in (RM)

Return of investment

Remarks

1693.44

879.1776

N/A

propose

1920.24

996.9246

N/A

propose

1617.84

839.9286

N/A

propose

1723.68

894.8772

N/A

propose

1617.84

839.9286

N/A

propose

Total

8573.04

4450.8366

N/A

839.9286 N/A propose Total 8573.04 4450.8366 N/A Table 5.6 : Delamping for corridor lighting (proposed) 21

Table 5.6 : Delamping for corridor lighting (proposed)

21

Plan for the 7 th Audit Finding

The name critical area refers to a variety of areas in the hospital that provide specialized post surgical treatment to extremely ill patients and for Slim River Hospital this includes intensive care units (ICU), neonatal intensive care units (NICU), General Operation Theatre (GOT), Minor Operation Theatre (MOT) and Emergency Department (ED). The other similarities between them is the operating hours as all of these department operates 24 hours and 7 days a week. Therefore, it possible if the fluorescent light for these critical be changed with LED which has lower wattage but gives better lux. Although the price of the LED light is higher compared to fluorescent light, but in term of saving LED shows better result and it is tabulated in the Table 5.7 below.

                 

Number

       

Peak

     
Saving Monthly (RM)
Saving
Monthly
(RM)
Saving Yearly (RM)
Saving
Yearly
(RM)
 

Return of

 

Department

Number

Wattage +

Operating

Operating

Total

Peak Hour

Off Peak

Total (RM)

of LED

Wattage

Operating

Operating

Total

Hour

Off Peak

Total

Saving

Investment

Investment

Remarks

of bulb

6W Ballast

time

Days

kWh

(RM)

(RM)

bulb

Time

Days

kWh

(RM)

(RM)

(RM)

kWh

(RM)

(Days)

S.C.N

128

42

24

30

3870.72

824.1408

361.2672

1185.408

128

18

24

30

1658.88

353.2032

154.8288

508.032

2211.84

677.376

8128.512

3840

172

Propose

Klinik Harian Kanak

14

42

24

30

423.36

90.1404

39.5136

129.654

14

18

24

30

181.44

38.6316

16.9344

55.566

241.92

74.088

889.056

420

172

Propose

G.O.T

47

42

24

30

1421.28

302.6142

132.6528

435.267

47

18

24

30

609.12

129.6918

56.8512

186.543

812.16

248.724

2984.688

1410

172

Propose

ICU

58

42

24

30

1753.92

373.4388

163.6992

537.138

58

18

24

30

751.68

160.0452

70.1568

230.202

1002.24

306.936

3683.232

1740

172

Propose

Emergency Department

146

42

24

30

4415.04

940.0356

412.0704

1352.106

58

18

24

30

751.68

160.0452

70.1568

230.202

3663.36

1121.904

13462.85

1740

47

Propose

M.O.T

51

42

24

30

1542.24

328.3686

143.9424

472.311

58

18

24

30

751.68

160.0452

70.1568

230.202

790.56

242.109

2905.308

1740

219

Propose

 
8722.08
8722.08
2671.137
2671.137

32053.64

10890

  8722.08 2671.137 32053.64 10890

Table 5.7 : LED installation for critical area (proposed)

22

5.2.3

Sustainable Improvement Team

After the planed has been approved, it needs a team to implement it and this where sustainable team is needed or established as their job is to complete the ECM task given according to specific timeline and the SIT can be change depending on the task given and for Slim River Hospital, the SIT is as follows:

Task

Type of

Person in charged

Days

Reason

Remarks

investment

Complete

measure

Timer installation at AHU at listed area

Low

Facility Head

3

Days

Have to make wiring at the AHU panel before installing timer

Proposed

of Engineering

 

Chargeman

Air-Cond

 

Technician

Timer

Low

Facility Head

6

Days

Have to break the circuit at the distribution board before installing the timer

Proposed

Installation

of Engineering

 

at lighting

Chargeman

distribution

Electrical

board

technician

Delamping

No

Facility Head of Engineering

10

Days

Lack off staff and higher

Proposed

(corridor

 

lighting)

Chargeman

 

Electrical technician (2 team-each team consist of 2 person)

number of bulb

Install LED at critical area

Large

Facility Head of Engineering

15

Days

Lack off staff and higher

Proposed

Chargeman

 

Electrical technician (2 team-each team consist of 2 person)

number of bulb

Table 5.8: List of Sustainable Improvement Team

23

6.0

SUMMARY STEPS AND MILESTONE PLANNING

HOSPITAL SLIM RIVER TIMELINE FOR ENERGY MANAGEMENT PROGRAM 1- Star EMGS Timeline (2018-2019)
HOSPITAL SLIM RIVER TIMELINE FOR ENERGY MANAGEMENT PROGRAM
1- Star EMGS Timeline (2018-2019)

24

25

25

2- Star EMGS Timeline (2018-2019)
2- Star EMGS Timeline (2018-2019)

26

3- Star EMGS Timeline (2019-2021)
3- Star EMGS Timeline (2019-2021)

27

7.0

CONCLUSION

By implementing all the criteria mentioned in this proposal, it is also in line with the SMART target concept as SMART is an acronym that describes the key characteristics of good targets namely:

Specific (well defined) in this case, the specific case that Hospital Slim River is trying to achieve is the 10% reduction in energy consumption and achieve 3-Star Energy Management Gold Standard within 5 years.

Measurable (kWh,time,money,etc.) for this case, in order to perceive whether the target has been achieved or not is by comparing the monthly bills with the baseline and for Slim River Hospital, the concept use is EEI which was elaborate in sub chapter 5.

Achievable (is this possible?) genuinely it can be achieve as the Sustainable Energy Management System has been done in Universiti Teknologi Malaysia and they managed to make a saving worth 21 million kWh and 6.6 million in Ringgit Malaysia between 3 years period from 2010 and 2013 and UTM is the only institution that have achieved 3- Star Energy Management Gold Standard which is a prove the success of implementing SEMS. It is not impossible for Slim River Hospital to achieved the same achievement

Realistic (in the context of the resources that can be made available) for this case, nothing can obstruct the plan of implementation SEMS as all of the Edgenta Mediserve personnel are competent enough to do the energy saving work as they used to do the maintenance work before.

Time Bound (defined deadline or schedule) for this part, the deadline has already been summarized in the gantt chart in chapter 7 and supposedly there will be no problem in achieving 3-Star Energy Management Cold Certificate if the hospital follow the timeline given

28

APPENDIX A : RECOMMENDED ENERGY POLICY

APPENDIX A : RECOMMENDED ENERGY POLICY 29

29

APPENDIX B : ENERGY MANAGEMENT COMMITTEE SCOPE OF WORK

1. Hospital Director Chairperson

(i)

To control and ensure the implementation of the SEMP achieves the target

stated in the Hospital’s energy policy;

(ii)

Facilitate decision making to support the implementation of SEMP; and

(iii)

Mobilise available resources for effective implementation.

2. Certified Energy Manager (CEM)/Registered Electrical Energy Manager (REEM) Secretary

(i)

Conduct the assessment of energy management performance for the Hospital;

(ii)

Coordinate with all departments to formulate EMC;

(iii)

Propose energy management strategy to the EMC;

(iv)

Define and propose criteria to set up the EAC in the hospital;

(v)

Coordinate and supervise the implementation of operation procedures;

(vi)

Review the working manual and tools of each EAC;

(vii)

Establish and propose an Energy Efficiency Index (EEI) for the Hospital and each EAC;

(viii)

Establish and propose the investment criteria for energy conservation projects;

(ix)

Organize and coordinate the establishment of an energy management training plan;

(x)

Monitor the implementation of energy conservation projects;

(xi)

Gather energy management implementation result;

(xii)

Conduct performance review to assess the implementation result of the system;

(xiii)

Review and adjust energy target and plan;

30

(xiv)

Prepare minutes of EMC meetings;

(xv) Complete and submit monthly energy management report to Hospital for verification; and/or

31

(xvi)

Prepare and submit report to Energy Commission (Suruhanjaya Tenaga) only applicable for REEM.

3. Facility Manager/Executive Operation & Maintenance

(i)

Control the operation of their represented areas or departments;

(ii)

Responsible for full operation and maintenance of the system and plants;

(iii)

Provide technical advice to the EMC;

 

(iv)

Participate

in

the

Hospital’s

energy

management

performance

assessment;

(v)

Review EEI for the hospital and each EAC, proposed by CEM;

(vi)

Facilitate energy audit work program;

 

(vii)

Participate in the performance review to assess the implementation result of the system; and

(viii)

Prepare and submit invoice.

 

4. Hospital Engineer/Assistant Engineer Technical Support

(i)

Provide technical support to the EMC;

 

(ii)

Facilitate the acquisitions of technical and clinical data;

 

(iii)

Participate

in

the

Hospital’s

energy

management

performance

assessment;

(iv)

Review and finalize energy target and plan;

 

(v)

Review the EEI for the hospital and each EAC, proposed by EM;

(vi)

Assist in conducting the energy audit at the hospital;

 

(vii)

Analyse energy audit data and prepare energy audit report;

(viii)

Assist in monitoring the ECM’s implementation;

 

32

(ix)

Participate in the performance review to assess the implementation result of the system; and

(x) Verify reports and work done.

5. Administration, Records and Human Resources

(i)

To provide relevant technical and clinical data as necessary;

(ii)

Participate

in

the

Hospital’s

energy

management

performance assessment;

 

(iii)

Facilitate the energy management training and/or awareness training among the staff as well the end-user; and

(iv)

Review and finalize energy saving targets and plans.

6. Chief Accountant - Finance

(i)

Provide relevant financial data as necessary;

 

(ii)

Participate

in

the

Hospital’s

energy

management

performance

assessment;

(iii)

Participate in the performance review to assess the implementation result of the system.

7. Head of EAC

(i)

Provide relevant information or data as required;

(ii)

Participate in the assessment of energy management performance of the hospital;

(iii)

Facilitate the energy management training or awareness among the staff as well the end-user; and

(iv)

Participate in the assessment of energy management performance of the hospital.

33

(v)

Participate

in

the

Hospital’s

energy

management

performance

assessment;

(vi)

Facilitate the energy management training and/or awareness training among the staff as well the end-user; and

(vii)

Review and finalize energy saving targets and plans.

 

8. Chief Accountant - Finance

(i)

Provide relevant financial data as necessary;

 

(ii)

Participate

in

the

Hospital’s

energy

management

performance

assessment;

(iii)

Participate in the performance review to assess the implementation result of the system.

9. Head of EAC

(i)

Provide relevant information or data as required;

(ii)

Participate in the assessment of energy management performance of the hospital;

(iii)

Facilitate the energy management training or awareness among the staff as well the end-user; and

(iv)

Participate in the assessment of energy management performance of the hospital.

34

APPENDIX C: EXAMPLE OF ANNOUCEMENT (PROPOSED)

Perhatian kepada semua staf Hospital Slim River, diharapkan agar anda dapat memberi kerjasama untuk menutup lampu, kipas mahupun segala peralatan elektrik sebelum anda meninggalkan kawasan kerja bagi menyumbang kepada penjimatan tenaga. Pihak Hospital Slim River kearah “1 Star Rating Energy Management”. Kerjasama anda amat kami hargai.

Attention to all Hospital Slim River personnel, kindly switch off the lights, fans or any appliances that use electricity before leaving your work station to contribute in energy saving. We are looking forward for “1 Star Rating Energy Management”. Thank you for your cooperation.

Time to announce:

12.50 p.m (every day)

4.50 p.m (every day)

Approved by:

……………………………………………

35

(Hospital Director)