TISP

Welcome

The Textile Industry Sustainability Platform (TISP) is guide for factories, apparel brands and their partners to understand and introduce sustainability to their organisations by describing best practice.

Introduction

The Textile Industry Sustainability Platform (TISP) is a guide for Chinese factories, apparel brands and their partners to understand introduce sustainability to their organisations by describing best practice. Sustainability is ensuring human actions do not impact the environmental resources that sustain our social and economic systems.

This version is an introduction to energy efficiency for the textile industry – it is not a technical manual. Its aim is to

  • Promote the business case for energy efficiency
  • Introduce energy management
  • Describe typical energy efficiency measures
  • Show what textile firms are doing for energy efficiency

This guide is a development of a previous energy efficiency guide by Tristan Edmondson and funded by New Look Ltd, with support from CSR Asia. Seven apparel brands have collaborated to fund TISP and three consultancy companies have provided content.

Please click here to download High Quality Version of the Guide in PDF Format

Please click here to download Print Version of the Guide in PDF Format

Collaborating Brands

Contributing Consultancies


Business Case



Saving Money

For many apparel and fabric factories energy is the third largest cost after labour and raw materials. With fuel and electricity prices rising across the world, energy efficiency offers an increasingly attractive source of cost reduction.

Energy efficiency potential in fabric and dyeing is significant

Few apparel and fabric factories have started energy management programmes yet energy audits consistently reveal energy savings potential in the region of 10-20%, often with payback times of two years or less. For smaller facilities this can means aggregate savings of 160,000 to 320,000 RMB per year. For larger facilities savings opportunities of 650,000 to 1,625,000 RMB per year are common.

Much of these savings are from simple measures to improve existing systems such as improved management and control of lighting, cooling and compressed air systems. These ‘low hanging fruit’ require minimal capital investment and typically have payback times of less than 12 months.

Fabric and dyeing mills have a greater level of opportunity due to energy intensive processes and large sites. Vertically integrated sites provide additional opportunities.

The Natural Resource Defense Council’s (NRDC) Responsible Sourcing Initiative worked with Chinese dye mills to find annual savings of between 650,000 – 4,000,000 RMB. Payback periods for energy efficiency measures were often under 12 months.

The following Figure shows the potential net savings for ten of the NRDC mills over a two year period including investment costs associated with energy efficiency projects and equipment. Whilst these figures are based on energy efficiency assessments conducted in the mills and are therefore projections rather than actual savings, the projections are based on simple energy efficiency measures which are highly achievable and likely to be exceeded by a mill that develops an in-depth energy management program.

The NRDC’s Responsible Sourcing Initiative, Net Energy Savings After 2 Years for 10 Factories




Reducing Risk




Inefficient factories are dangerously exposed to rising and volatile energy prices. In 2008 oil hit $150 a barrel and in China coal reached 1,300RMB a tonne. Factories which bought coal and diesel for energy generation suffered large increases in production costs.

In China electricity prices are regulated by government, but electricity generation companies are lobbying hard for market pricing. In 2011 many electricity companies stopped producing electricity because production costs per KWh were higher than the regulated price.

Factories can reduce their reliance on expensive backup generators by becoming more efficient. In some areas, local officials may reward factories who are contributing to energy efficiency targets.



Improving Marketability





Governments and consumers are pressurizing companies to reduce their contribution to climate change and the majority of international apparel brands are seeking to report their carbon and energy footprint as one indicator of environmental performance. For most brands the majority of their carbon impact lies in their supply chains and therefore measuring and reducing supply chain energy use and associated carbon emissions is a core reputational issue.

Brands are beginning to set targets for their suppliers:

  • Marks & Spencer has requested top-100 suppliers to reduce energy use by 10% by 2015.
  • PUMA has asked top suppliers to reduce energy and carbon emissions by 25% by 2015.
  • Walmart requested top Chinese suppliers to achieve 20% energy efficiency improvements by 2012.

Manufacturers of garment products that can show energy use and carbon emission reduction will become increasingly sought after by international brands. Supplier scorecards and rating systems are being developed to measure energy performance. For example the Sustainable Apparel Coalition Facilities Index, the Marks and Spencer Eco Factory benchmark, the BSR Mills and Sundries system and the WWF Low Carbon Manufacturing Programme all have a strong energy and carbon component in their ratings structures.

Energy efficiency therefore provides an opportunity for suppliers to demonstrate environmental performance improvements through reduced carbon emissions and secure recognition from brand clients seeking to reduce the environmental impact of their products in a transparent and credible manner.



Energy Management


Components of an Energy Management System


Policies and Systems


In order to integrate energy management into the daily activities of a factory, there must be in place written policies for how energy is managed, by who and with what goal. There should also be an agreed system for doing so, with scheduled routines and activities for achieving energy savings.


Energy Champion


A successful energy management programme needs a person that facilitates and promotes a culture of energy saving and awareness. This Energy Champion should understand all the challenges that their business faces and be able to communicate how properly managing energy contributes to the bottom line. This can be an energy manager, facility manager, EHS manager, or even someone from the sales department, as long as they have the understanding of how improving energy efficiency in the factory will improve overall operations and reduce cost.


Top-down Commitment


Commitment from top management is needed for a successful energy management system. A commitment of resources and funds plus the integration of energy saving priorities into business decisions is an indicator of strong commitment from senior management.


Tools and Instruments


Proper energy management systems require the right tools and instruments to efficiently and effectively measure, monitor, and manage energy.


Incentives


People manage the use of energy, and therefore the right incentives should be in place to encourage saving, and discourage waste. A frequent good practice is to distribute cash awards to those employees who have contributed either an idea or practice that has resulted in concrete savings. This also incentivizes employees to monitor and track the business savings to prove the business case.

Management Process: Plan > Do > Check > Act


Plan


Breakdown of Thermal Energy Use in a Dyeing Plant (Average in Japan)*

Item Share of total thermal energy use
Product heating 16.6%
Product drying 17.2%
Waste water loss 24.9%
Heat released from equipment 12.3%

*Energy Conservation Center, Japan (ECCJ), 2007a. Energy Saving Measures & Audit of Dyeing & Finishing Processes in Textile Factories.



A. FORM THE TEAM

The Energy Committee should have top and middle management representatives from finance, environmental compliance, production and quality assurance. This committee will be responsible for setting energy reduction goals and developing the energy management policy.

Factories should establish a Technical Committee to collect and discuss relevant technologies, trends, and possible solutions to problems at the facility. This committee should be chaired by the chief engineer or the person with the highest technical capability in the business. The Technical Committee will be working closely with the energy committee to come up with technical ideas to help achieve energy and cost reduction goals.

Energy leaders at production level should be recruited to ensure production staff are engaged in the energy saving process. More detail can be found in the engaging employees section.[link] Lastly, an energy manager should be appointed and given suitable authority and resources to accomplish goals set by the energy team. It should also be ensured that there is no conflict of interest for this person’s role.


B. CONDUCT RESEARCH AND SURVEY ENERGY USERS

In order to identify areas with highest energy saving potential, companies must understand their present situation. Proper research into best practices for your industry and the latest technology available is the first step to knowing the starting point of your factory. In order to get an objective assessment of a facility, it is important to engage and educate all staff who use and manage energy, including carrying out a survey of their views. Included in this guide is information specific to the textile industry to help accelerate this process. See the Best Practices Section for more information on areas in your facility that might yield energy savings.


C. PERFORM AN ASSESSMENT

Factory assessment will provide the energy management team with the proper data to set goals and develop a timeline for implementing energy efficiency projects. This can be done in-house, but often it is better to employ an expert from outside the organisation.

The first step in assessing a factory is to identify the different forms of energy used at a site (electricity, diesel, natural gas, steam from an outside plant, etc) and the costs for each energy type. The second step is to assess the largest energy consuming processes and identify areas of waste. Waste comes in two forms: the physical leaking of energy and inefficiencies from using poor practices and outdated technology.

The largest energy using systems in a textile factory are:

  • Spinning and weaving/knitting
  • Wet-processing (preparation, dyeing, printing, and finishing fabric and yarn) – Uses a high amount of thermal energy in forms of both heat and steam and during steam generation and distribution
  • Wastewater Treatment – Thermal energy loss
  • Equipment – energy lost through heat and idling
  • Product Drying – thermal energy loss from over-drying
  • Motors, energy lost in pumps, fans, compressed air and material handling and processing

D. SET A BASELINE

Find out how the utility bills are currently being managed in order to collect the data necessary to set a baseline for energy and cost. Collect the utility bills for the last three years, and separate by energy type. Compare the total usage and cost for the three years, and look for trends.


E. PRIORITIZE AND SET A TIMELINE

The energy team should review the assessment results and prioritise projects that require little or no investment which result in quick savings. These savings can be used to fund the energy management budget. Then, focus on projects that have a payback of one year or less and can be funded by the energy management budget. Each project should be given a budget and timeline, and one person should be responsible for its delivery.



Do It

The person responsible should perform the energy saving activity as specified in the plan outlined at point 1 above. This could be done with an in-house team or a suitable energy efficiency consultancy. Typically consultants provide expertise for equipment installation, maintenance and upgrading, as well as helping companies to audit, analyse and plan energy efficiency programmes. In house teams are best suited to managing parts of energy efficiency programmes that deal with people, maintenance and operations. In each case the Environmental Health and Safety (EHS) procedures should be strictly followed.

For example, a consultancy could help to identify retrofitting a textile factory’s pumping system with variable speed drives as an energy efficiency measure with attractive investment payback. A vendor should then be identified to install the variable speed drives and integrate and optimise them (the vendor may not be the energy efficiency consultancy). But for the development and implementation of a policy for shutting down idle equipment, including the variable speed drive, the in-house team should be responsible.



Check Progress


For every step taken towards achieving the energy efficiency goal, there should be a process of review to measure performance and see if the results match the expected outcome. If the outcome does not match the goal, identify problem areas.


Act on the Results


Once an energy savings programme is underway, it is vital that the new energy information is used to continuously improve energy efficiency. For instance, if there is a shut-down policy in place (a policy for turning off all equipment when not in use) but there is very high energy consumption at night when the factory is empty, a night-time audit is needed to find out what is causing the abnormally high usage. The result of the audit should be communicated with the facility manager, production manager, and all other stakeholders to make sure the results of the audit are understood. This communication should be integrated into the workings of the energy efficiency committee or other relevant forum, such as a monthly operations meeting with factory management.


Data Monitoring, Metering, and Reporting


Data Monitoring


To manage energy, these types of data must be monitored:

  • 1. Energy consumption. A function of how much energy (kilowatts) you are using at any given time multiplied by how long you use that energy, measured in kWh (kilowatt hours).
  • 2. Cost. The total cost for electricity consumption, as well as rate analysis (cost per kWh), cost for demand charges and capacity charges.
  • 3. Demand.The total energy draw in kW at any given time. Utility companies usually charge a facility based on the total contracted demand.

Utility Bills
The best way to collect cost information is from utility bills. A simple spread sheet that collects the key data elements to send to the energy manager will allow further analysis and identify cost saving opportunities.

Production and Weather Data
It is also important to compare production levels with energy consumption to understand the relationship between energy used for manufacturing and energy production.

Weather conditions can be an important factor in energy consumption; this data can identify the relationship, if any, between energy usage and weather conditions.




Metering

Energy meters are crucial for managing energy consumption. Modern metering system that automatically measure and record energy consumption at short, regular intervals such as every 15-minutes or half hour make it possible to see patterns of energy waste that would otherwise be missed.

Mechanical meters are insufficient to fulfil the need of monitoring energy, cost and deman; factories should install digital meters that allow for low cost data collection and reporting through energy management software.. Digital meters must be compliant with Chinese national standard for metering GB 17167-2006 or similar.

For electricity, which is the most complicated form of energy to manage, the monitoring system should measure and monitor the following areas in predefined time intervals – preferably every 15 minutes.

Interval data from meters will enable the energy manager to analyse energy consumption behaviour and identify what needs improvement.

  • each transformer in service
  • each separate building
  • each floor if needed
  • each cost centre
  • each major energy system (such as a compressor)
  • each large load (e.g. anything that exceeds 30 KW)




Reporting


Using the data collected throughout the facility through meters, bills, production output reports and the weather, the energy manager will be able to analyse and develop reports that assess the performance of the facility. Examples of reports that are helpful to track performance include the following:

  • 1. Monthly total energy consumption and cost report for each energy type used in the facility. This can be compared with the previous month and with the same month last year.
  • 2. Energy intensity report tracking the ratio of energy consumption to production output. Each type of energy type should be compared to production output in order to identify any changes. This can help to identify if there are leaks or problems with specific energy systems such as the steam system or boiler.
  • 3. Electricity usage broken down by time of use. Calculate off-peak usage (especially if you are a one or two shift factory) to identify if there is excess electricity being used during non-operational hours.
  • 4. Demand (kW) interval readings to develop a demand profile. This can be used to identify heavy demand times during the working day and how to reduce demand and lower cost.

Importance of Understanding Your Bills

Everyone pays energy bills, but almost no one understands them. Bills aren’t important just because you have to pay them to keep your lights on, but also because they will tell you how you can pay less – if you understand them. Everyone who is interested in energy should gain a sound understanding of bills for electricity, diesel, natural gas, and other energy types.

Factories must decide who is responsible for understanding electricity bills, this may be the energy champion, or the facilities manager, but this person must report to the energy committee. The bill will show several components, including:

  • Meter readings (if meters are present, this will be the amount of energy used, and when)
  • Energy consumption (this is the total energy used, if electricity in KWh)
  • Capacity information (this is the size of the transformer, and is used to calculate the basic charge)
  • Basic Charge (this is the basic cost paid for access to electricity and it is calculated from the total installed capacity)
  • Demand (Some utility companies charge electricity based on total demand. Sometimes users can contract to buy a certain amount of electricity, but if the user uses more than contracted they will be charged an additional fee)
  • Capacity information (Available capacity is an agreed amount of electricity that a distribution company makes available for a business during an agreed period.)
  • Time of use (utility companies charge different rates for electricity used at different times of day, so each time period will be metered separately so they can charge a different rate)
  • Rates (The amount charged per unit of energy, i.e. 0.8 RMB/KWh)
  • Power factor (This is a complex calculation based on the amount of reactive power and electricity consumption, and utility companies charge an adjustment fee if the power factor is below the government country-wide standard)

However, the rate structures can be very complex and confusing, so it’s important to ask questions of the utility company in order to understand how you are being charged for your energy.

Analysing electricity bills can result in quick and easy cost savings. If you are receiving a “power factor adjustment charge” or a charge for “reactive power”, you have a power factor problem. The good thing is that this is usually an easy and inexpensive problem to fix, and it can save you a lot of money. The first step is to figure out if you have a power factor correction panel, and if so, make sure it is working properly (that all capacitors and reactors, if any, are working). If it is working properly, and the factory has a lot of motors, there could be a harmonics problem.

Efficiency Measures


Garment factory efficiency measures



  • Improve Preventative Maintenance
  • Energy Efficient Lighting
  • Servo Motors for Sewing Machines
  • Optimize Compressed Air System
  • Steam Iron Heat Recovery

Read more…


Textile mill efficiency measures



  • Maintain Steam Traps
  • Insulate Pipes, Hot vessels and Tanks
  • Process Cooling Water Recycling
  • Rinse Water Heat Recovery
  • Compressed Air System Optimisation

Read more…

Employee Engagement

Why engage employees on energy efficiency?


Employee engagement means ensuring employees contribute to energy efficiency strategies and activities. Engaging employees can drive down energy use because:

  • Leaving equipment running or using it incorrectly is a major source of energy waste
  • Employees are a crucial source of ideas for energy efficiency measures
  • Even the best energy efficiency programme can fail without co-operation from employees




How do you engage employees on energy efficiency?


Recruit “energy leaders”


Energy leaders should be recruited at production team level to

  • Instil a culture of energy conservation at their production team, with each worker and piece of equipment
  • Develop conservation strategies specific to their work areas with their team
  • Identify and implement Energy Conservation Measures
  • Ensure there is no backsliding – savings must be maintained
  • Share progress, lessons learned, and innovative energy practices with other team members




Set specific targets which are monitored as part of performance reviews

Employees should be involved in setting realistic energy savings targets. Progress towards these targets should then be included in any employee performance review. Targets are best set after putting in place an energy management system. [link to page].

Linking incentives to improvements in energy efficiency can have dramatic results. Interface Flor, an international flooring manufacturer, found incentivized targets based on energy reductions per metre of flooring produced helped improve energy efficiency.




Ensure employee involvement in energy saving measures

It is very important that employees have the opportunity to suggest energy saving ideas. This harnesses employee knowledge of how energy is used in their day-to-day practices also develops a sense of employee “ownership” of energy saving activities.

To get employees started on sharing energy saving ideas, a structured survey is a good way to start.

Energy Leaders will be key for facilitating the involvement of staff in suggesting and implementing energy saving measure. These leaders could be foremen or supervisors or individuals who are responsible for machinery controls.




Sustained communication campaigns to promote energy efficiency


Successful employee engagement requires consistent and continuous communication via as many channels as possible. Posters, leaflets and staff meetings are all good ways of communicating to employees about your energy efficiency strategy. Communications should describe:

  • What the strategy is and why it has been developed
  • What is expected of employees in terms of actions/behaviour change
  • Details of any competitions or incentives related to increasing energy efficiency
  • Details of any technological changes the factory is making and how this will affect employees work
  • How success will be monitored and reported

Communications serve to raise employee awareness and understanding of energy efficiency. You should also consider whether any specific education or training is required to help employees act on the messages received through communications campaigns.
Many companies designate an individual or group of employees (green teams) who are responsible for promoting employee engagement with a new energy efficiency strategy. These teams can be formed from volunteers or can be selected to ensure a suitable range of employees. Typically, green teams provide both information and encouragement to colleagues, and take responsibility for actions like checking everything has been turned off when the factory is closed.




Implement effective monitoring of strategy performance and feedback on success


Performance against energy saving targets should be monitored as part of your Energy Management System. By monitoring performance against specific strategy targets it will become clear where engagement strategies are succeeding and failing. Similarly employee feedback and suggestions will help managers to continuously identify and act on new energy saving opportunities. To help keep employees motivated, successes against strategy targets should be reported back to employees as part of any communications campaign.


Case Studies

Three of the four case studies below have been provided by Azure International who carried out energy efficiency audits and recommendations at several factories who took part in the Greening China’s Supply Chain programme run by the Renewable Energy & Energy Efficiency Partnership (REEEP). The final case study from Suzhou Wanli Knitting is provided by the Suzhou Energy Conservation Centre.




The Beijing Huayang Garments Factory

Huayang makes high-quality products for export to clients such as Levi Strauss & Co. The company has grown rapidly and now management would like to focus on energy use. Through REEP’s Greening China’s Supply Chain project Huayang has completed a number of energy-saving projects with an initial low investment. Huayang estimates that these projects will save 700 tons of coal every year, equal to 10% of their annual energy consumption. Due to their remarkable achievements, Huayang Garments factory has received the Most Improved Enterprise Award in REEEP’s
Greening China’s Supply Chain project.





JingLi (Jintan) Apparel Co.,Ltd


JingLi (Jintan) Apparel Co.,Ltd is subsidiary of the Hong Kong Crystal Group. Its main products are jeans and other woven apparel, with annual manufacturing output of over 8 million pieces. JingLi supplies to multiple international brands, such as GAP, Levi Strauss and H&M. Through their participation in the REEEP project, the factory has has set and exceeded the target to save energy cost by 20% and to reduce CO2 emission by 8% by 2011 compared to 2008 levels. JingLi has achieved 16% energy cost reduction in 2011, and has also received the Excellent Enterprise Award in the Greening China’s Supply Chain REEEP project.





Hebei Ningfang Group


Hebei Ningfang Group’s dyeing branch is a vital link in the company’s spinning, weaving, dyeing, garments manufacturing value chain. Clients include H&M, ZARA, Wal-mart and Jack& Jones. Previously, Hebei Ningfang Group was a state owned enterprise and managers were not as sensitive to energy cost as some private companies. Through the trainings and energy audit organised by the Greening China’s Supply Chain REEEP project, the managers have realized the potential of energy efficiency. By May 2012, the company reduced energy consumption by 15%. Hebei Ningfang‘s story has proved that engagement of top managers is crucial to success of energy conservation. The dyeing branch has received the Most Improved Enterprise Award in the REEEP project.





Suzhou Wanli Knitting Co.,Ltd


Suzhou Wanli Knitting Co.,Ltd initiated an energy efficiency programme in 2010, installing T5 lamps, a new air conditioning system, renovating steam recovery system for boilers and optimising sewing machines and air compressors. By working with the Energy Conservation Centre of Suzhou cost savings in the first year were 12.7% out of total energy cost of 5,700,000 per year.



Next Steps

The following resources are available for factories that wish to embark on an energy efficiency programme or improve their existing programme:

Help From Companies

The companies listed below contributed content for this energy efficiency guide, but are not endorsed by the guide’s contributing brands.




CSR Asia
is the leading provider of information, training, research and consultancy services on sustainable business practices in Asia. Operating as a dynamic social enterprise, CSR Asia occupies the unique middle ground between civil society organisations and fully commercial consultancies. This enables us to provide independent and cutting edge services and expert insight into the Corporate Social Responsibility (CSR) issues facing companies in Asia. CSR Asia builds capacity and promotes awareness of CSR in order to advance sustainable development across the region.
Email CSR Asia





Reset Carbon are Hong Kong-based carbon and energy management specialists serving companies in Asia. We specialise in supply chain solutions supporting brands to develop strategies and tools to engage suppliers, and working with suppliers in particular to improve energy efficiency on-site. We also offer a full range of corporate carbon and energy services to companies seeking to measure and reduce their carbon footprint, and LCA solutions for those focused on sustainable products.
Email Liam Salter, CEO




Efficiency Exchange
has helped factories of all sizes discover millions of dollars in achievable energy savings through audits, consulting, and training. Today, we’re building that experience into the first energy management system designed specifically for Chinese manufacturers, called EEx Charge. With its powerful recommendation engine, practical analytics, and easy to use, lightweight web interface, Charge is more than just a tool for improving your bottom line — it’s a gateway to new customers and opportunities for growing your business. Contact EEx today to learn how you can be a part of the EEx Charge Pilot Program, and build a better factory on your terms.
Email Efficiency Exchange





Azure International is a leading investment and advisory company focused on China’s cleantech energy sector. Founded in 2003, we have a team of 20+ local and international professionals based in China with backgrounds in engineering, marketing, manufacturing, consulting, policy, government relations and finance. In addition to deep advisory capabilities in renewable energy, energy efficiency, carbon management, and energy finance, we have proven capability to invest in and accelerate the development of clean energy companies. Our Energy and Climate Strategy team offers innovative yet practical solutions for a sustainable energy future. Coming in-house technical expertise with policy capability, our advisory services focus on corporate and supply chain sustainability, energy and climate policy development, carbon markets and sustainable cities.
Email Jenny Chu, Senior Energy & Climate Strategy Consultant



Programmes and Standards

This section provides an overview of the major 3rd party programmes and standards that suppliers can use to assist or affirm their energy efficiency programmes. Some are exclusively focused on energy and greenhouse gas emissions whilst others are more generic environmental performance systems which feature energy efficiency as a major theme.




ISO 50001 was launched in 2011 with the goal of supporting organisations seeking to improve the quality of their energy management. It provides a framework for integrating energy performance into an organisation’s management activities. To be awarded the standard suppliers develop an energy management system that includes elements such as clear policies and targets, effective collection and use of performance data and a continuous improvement programme.

ISO 50001 can be applied internally with 3rd party certification also an option for organisations seeking formal recognition of their achievements. For more information visit http://www.iso.org/iso/iso_50001_energy.pdf





WWF Low Carbon Manufacturing Programme (LCMP) was launched in 2008 for garments, electronics and plastics manufacturers LCMP is a carbon rating system that benchmarks factory carbon performance. LCMP’s benchmarking system is comprised of sub-scores awarded for demonstrating improved energy efficiency performance on a per piece basis, the quality of a factory’s internal energy management system and a technology benchmark that rates the quality of the equipment in the facility.

Factories total score across the three performance areas then generate a rating of suppliers into Green-Silver-Gold or Platinum level of performance. WWF manages a certification programme that involves 3rd party verification from an approved verifier before a label is awarded by WWF. For more information visit http://www.wwf.org.hk/en/whatwedo/footprint/climate/corpactions/lcmp/





Sustainable Apparel Coalition Facilities Higgs Index
The SAC claims in its membership brands representing 30% of apparel sales worldwide with a growing number of larger suppliers also participating. The SAC HIGG Index provides a scoring system that ranks supplier facilities into 3 levels of performance on environmental management systems, energy and water efficiency, wastewater management, waste management, air emissions and hazardous substances management.

The scoring system is related to the level of sophistication of the in-house energy management process. So for example, facilities will need to measure and report energy consumption to achieve Level I, set targets to achieve Level II and demonstrate credible efficiency improvements and reduced consumption per unit product to achieve Level III. Verification protocols have not yet been established. For more information visit www.apparelcoalition.org





Renewable Energy and Energy Efficiency Partnership (REEEP)
Greening China’s Supply Chains: A Blueprint for Optimizing Energy-Efficiency in Factories. This project works in partnership with leading international brands (including Adidas, Levi Strauss, H&M, GAP and others) to enable their suppliers to identify, finance and implement energy saving projects and to replicate such efforts throughout supply chains in China. Funded by Renewable Energy & Energy Efficiency Partnership Program (REEEP), the blueprint included a comprehensive training and assessment program on energy efficiency, data management and analysis, energy management and finance at the plant level. Through their participation in the REEEP project, many of the factories have implemented energy saving measures which will help reduce their energy bills by 10% and save them on average more than 100,000 USD per year. http://www.reeep.org/projects/greening-chinas-supply-chains-blueprint-optimising-ee-factories


About

This energy efficiency guide is the result of content provided by Tristan Edmondson at CSR Asia, Liam Salter at RESET Carbon and Taryn Sullivan at Efficiency Exchange, with content on employee engagement by Jonny Hazel at Inovenergy. Case studies were provided by Azure International. Felix Ockborn at H&M was responsible for catalysing the project through his efforts to mobilise support from members of the Sustainable Fashion Business Consortium and other brands.

CSR Asia facilitated the development of this guide and provided additional support for project management.

This guide is the evolution of a previous energy efficiency guide by Mark Bannister, previously Ethical and Environment manager New Look and Tristan Edmondson during his MSc in Environmental Technology at Imperial College London, with help gratefully received from Taryn Sullivan of Efficiency Exchange and Peggy Liu at JUCCCE.

Contributing Brand Sustainability Staff
New Look Mark Bannister, Subathra Vaidhiyanathan, Super Wang
H&M Felix Ockborn, Jonah Wigerhall
GAP Aaron Tam, William Lee
Fifth and Pacific Ava Tam
JCrew Margot Sfeir
Levi’sc Bril Lacno, Vivien Wang
Pentland Henry Chow, Helen Ashton-Ford
Columbia Sportswear Raymond Yu, Abel Navarrete