Figure 2 Primary focal areas to identify potential improvement opportunities
highlighted earlier, underlying performance starts at the equipment level, such that balances for each individual consumer and producer are needed. Once this element is in place, one can move out several levels to the unit, intra-unit, and site-wide levels. For some organisations, these distinct levels may not exist, but within the modern refinery, petrochemical plant, or factory, multiple units must work together to produce the final product slate. Defining a clear understanding of their integration, both in process and energy, will illuminate improvement areas. Each of these areas should be examined, as focusing on just a few of
of electrification of drivers and heating sources, but doing so will require significant electrical infrastructure, generation or supply redundancy, and a clear understanding of operating and abnormal operating scenarios. Where are the best opportunities to lower Scope 1 and 2 emissions? With the evaluation and implementation pathway framed out and a clear baseline defined, the next step is to identify potential improvement opportunities. To begin the process, a multi-layer and bi-directional process is recommended. As
Figure 3 A broader approach to capital investment decision making
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