1. Building the Energy Program
One Piece at a Time
Sharon Nolen, P.E., CEM
TN Environmental Conference – Meadowview
March 13, 2013

2. Agenda
 Eastman Chemical Company Overview
 Building 469: A Case Study
 Energy Management Program
• Organization
• Guiding Principles
• Strategy
 Building 469: Results

3. Eastman Chemical Company Overview
Building 469: A Case Study
Energy Management Program
Building 469: Results

4. Who we are
 A global specialty chemicals company headquartered in Kingsport, Tennessee
 Approximately 13,500 employees and over 44 manufacturing sites around the globe
 A company dedicated to environmental stewardship, social responsibility and
economic growth
 ENERGY STAR® Partner of the Year two years (2012/2013)
 Combined 2011 sales revenue of approximately $9.3 billion

5. 5
Our manufacturing locations

6. Major end-markets
Automotive Building & Construction
Tobacco Packaging
Consumer Goods

7. Our Eastman culture matters
7
Sustainability is an attitude and not an
activity to participate in from time to
time. It’s not a fad or unwelcome
burden... but the constant awareness
of one’s environment and actions.
It is an opportunity to use our creativity
and innovation to be part of the
solution, for our world today and for
future generations.
Godefroy Motte
Senior Vice President,
Chief Regional and Sustainability Officer
Eastman Chemical Company

8. Eastman Chemical Company Overview
Building 469: A Case Study
Energy Management Program
Building 469: Results

9. B469: A Case Study
 14,960 square feet
 37 People
 53 Computers
 8 Heat Pumps
 Fixed Outside Air Flow
 Above the Ceiling Return Plenum

10. B469 qualifies for ENERGY STAR label

11. Eastman Chemical Company Overview
Building 469: A Case Study
Energy Management Program
Building 469: Results

12. Regular Reports
Energy Management Program
Executive Steering Team
Energy and
Climate
Change Policy
Team
Energy
Management
Team
Worldwide
Manufacturing
Team
VP&GM,
Worldwide
Manufacturing
Support

13. Guiding principles
Ensure the
accuracy of utility
information
• Creates a basis for
sound business
decisions
• Required for accurate
reporting and life cycle
assessments
Maximize
operating efficiency
• Control processes to
reduce energy usage
• Maintain equipment at
design performance
• Operate intelligently to
keep efficiency high
Incorporate energy
efficiency in capital
investments
• Minimize lifetime
equipment costs
• Consider the impact on
carbon emissions

14. ENERGY STAR® Guidelines for Energy
Management
 Effective to structure a new energy program or to
identify gaps in an existing program
 Utilizing the guidelines have led to:
• Increased management visibility and involvement
• Over $10 million in funding for energy
projects in 2012
• 2012 energy savings of $8 million
• Comprehensive database with over
1,000 energy-saving ideas
• Better understanding of energy
intensity drivers

15. 2013 ENERGY STAR® Partner of the Year
 The U.S. Environmental Protection
Agency (EPA) has named Eastman a
2013 ENERGY STAR Partner of the
Year for strategically managing and
improving energy efficiency during 2012.
 Through its partnership with the
ENERGY STAR program, Eastman has
 Improved its energy performance
 Saved money
 Helped to protect the environment
for future generations
 Eastman is the only chemical company
to every achieve the distinction of
ENERGY STAR Partner of the Year
more than once.

16.  Continuously improve energy efficiency and minimize
overall energy impact while contributing to regulatory
compliance
 Five pieces are key to the strategy
• Energy Awareness
• Goals and Measures
• Knowledge Resources
• Site Wide Initiatives
• Energy Efficiency Projects
Energy Management Strategy
16

17. Energy Awareness
 Employee Engagement
• ENERGY STAR® Pledge
• Annual Eastman Energy Fair
• Green Team
 Communication and Training
• “Energy Wise” SharePoint site
• Intranet articles
• Posters in dining, break,
and conference rooms
• On-line training
• Training for managers to
become sustainability
ambassadors

18. Encourage participation in 2012
ENERGY STAR pledge
 Eastman was ranked in
the top five in the
business sector for
pledge campaign
ending in 2012
 Over 200 employees
signed the pledge at
the fair, including
Eastman’s Executive
VP and Chief
Sustainability Officer

19. Raise awareness of things employees
can do at home/work to save energy
 Eastman recently held 2nd
annual energy fair
 Over 750 employees and
contractors attended
 Energy Team members
demonstrated the work
required to power a CFL
bulb vs. an incandescent
 Local stores and utilities
shared energy saving ideas

20. Goals and Measures
 Energy Intensity Measures
• Energy intensity measures are tracked at a site level
• Feedback on current performance
• Prediction of future performance
 Monitor and Drive Performance
• Quarterly reports to the CEO
• Frequent review by energy engineers

21. Knowledge Resources
 Internal Sharing of Best Practices
• Corporate Energy Management Team
• Worldwide Utilities and Energy Forum
• Site energy teams
 External Resources
• ENERGY STAR® Partner
• Better Buildings, Better Plants
• Consultants

22. Corporate Energy Initiatives
 Initiatives:
• Leaks
• Lighting
• Insulation
• Steam Traps
• Metering
• Motor Efficiency
• HVAC
 Evaluation
• Identification of best practices
• Degree of implementation

23. Steam Leak Initiative Survey
 What percent of total steam production is lost in leaks?
 Is there a person with assigned responsibility for overseeing the repairing of
leaks?
 Frequency of site wide surveys?
 Number of leaks detected in the last 12 months (or last survey cycle if
survey frequency is longer than 12 months)?
 Of the number of leaks detected in the last 12 months (or last survey cycle if
survey frequency is longer than 12 months), how many have been
repaired?
 Do you track leak repairs in a database/spreadsheet?

24. Energy Efficiency Projects
 Capital Energy Efficiency Projects
• Metering and efficient equipment included in designs
• Energy surveys for project identification
• Capital budget for economically viable projects
 Manufacturing Processes Modification
• Adjustments in operating procedures
• Long-term research to identify process
redesign opportunities
• Inventory management to
attain energy-efficient
production rates

25. Example Projects
 Running a line from a source of high pressure natural gas to
eliminate a compressor used on low pressure natural gas
 Installing O2 meters to allow tighter control of excess air in a
combustion process
 Replacement of old equipment with newer more efficient equipment
(i.e. boilers, pumps)
 Installing additional piping to allow condensate return
 Fine tuning temperatures of heat exchangers using refrigeration and
steam to meet but not exceed requirements
 Installing variable frequency drives to eliminate control valves

26. Eastman Chemical Company Overview
Building 469: A Case Study
Energy Management Program
Building 469: Results

27. How B469 Earned the ENERGY STAR Label
 Lighting Changes
• More efficient lighting
• Fewer light fixtures
 Monitor Thermostats
• Maintain temperature set points at 72F
• Ensure that all thermostats are in the same
mode
 Improved Insulation
• Identified poorly insulated areas using infrared
thermography

28. How B469 Earned the ENERGY STAR Label
 Occupant Involvement
• Turn off lights at the end of the work day
• Put computers in sleep mode at the end of
the work day
• Turn off TV in canteen when not occupied
• Call the energy team when temperatures
are a problem
 Occupant Comfort
• Improved thermostat locations
• Diffusers
 Balanced flows
 Relocated as needed
 Changed diffuser type as needed
• Installed personal dampers as needed
 Personal Heaters Used Less

29. Continued Energy Use Intensity Reduction
 Building Automation System
• Use occupancy schedule to control HVAC and lights
• CO2 controlled outside air
• Control and troubleshoot via network server
 EnerLogic™ Window Film
• Minimizes solar heat gain in the summer
• Minimizes radiant heat loss in the winter
 Lighting Changes
• Reduce the number of lights that remain on 24/7
 Continued Focus on Occupant Comfort
 Continued Occupant Involvement
 Continued Communication about Energy Use with
Occupants

30. Summary
 Energy management requires a focused effort to succeed
 Gains can be achieved with education and awareness
but diligence will be required to maintain
 Financial investments can result in step changes and
some have attractive paybacks
 These strategies can be applied on a macro or micro
level with good results

31. 31
Questions?