A monthly newsletter of

Indian Association
Association of Energy Management Professionals

The Urja Watch

March 2010, Vol. III/Issue 21

It is about “Conscience Keeping on Energy Matters”

DEMAND SIDE MANAGEMENT

TO AVOID POWER CUTS
The Urja Watch March 2010 Vol. III/Issue 21

DEMAND SIDE MANAGEMENT

TO AVOID POWER CUTS

What s inside ?
v From the Editor…
Using Energy Smartly 3

v Letters to the Editor 5

v Upcoming Events 5

v Demand Side Management

The art of managing electricity-use economically 6

v DSM Application to HT Consumers 10

v Concept of Energy & Resources Demand Audit- An

Effective Tool to Manage Future Demand 14

Editorial Board
S. Subramanian (Editor)
Sunil Sood, Amit Gupta, R.V. Ramana Rao, S.K. Panigrahi

Reporters: Vikas Apte – Regulatory affairs, D.K. Agrawal, Jaipur

Website: www.iaemp.org Editor Contact: tellsubi@gmail.com

Contributors for this issue

Ramanathan Menon, R.V. Ramana Rao. Sunil Sood

2
From the Editor’s Desk…

Using Electricity Smartly

Electricity is a unique form of energy. The instant you flip a switch,
electricity is transported in the required quantity and delivered to your
device in milliseconds. The rapidly growing digital economy relies heavily
on such precision and speed.

It is electricity that drives most industrial equipment

and all types of microprocessors - from computers and
cell phones to entertainment systems and engineering
processes. With the vast majority of modern devices
using electricity for energy input, and the proliferation
of such devices, it is no surprise that electricity
consumption continues to rise. Consequently, power
generating stations are constantly required to face the
burden of increasing electricity demand.

New energy technologies are coming in streams - but they cannot bridge
the gap between electricity supply and demand tomorrow. We must,
therefore, look for other tools that will help use the available electricity
more wisely. One of the demonstrated and effective tools is the Demand-
Side Management or DSM in short. DSM refers to active efforts by
electric utilities to modify customers’ energy use patterns through
innovative programs.

During the 1970s, in response to the oil shock, the United States took a
lead in utility DSM programs and aggressively promoted the adoption of
energy-saving technologies and practices. They grew rapidly during the
late 1980s as state regulators provided incentives for utilities to pursue
least-cost or integrated resource planning. The utilities, in turn, provided
rebates and incentives to energy consumers who adopted measures to
use energy efficiently.

How does it help to pursue DSM programs in India? Reducing the

electricity demand through efficient use at the end user’s premises can
release some capacities in electricity generation, transmission and
distribution. The freeing up of capacities can quickly contribute to energy
"supply" at costs much lower to building new power stations. In addition,
there are economic gains for the electricity boards most of whom are
already suffering from financial crunches.

3
DSM is not new to India. Many utilities have explored it and achieved
some success. One example that comes to mind is that of the DSM
program introduced by the Ahmedabad Electricity Company way back in
mid-1990s. The results of this program were gratifying. Through a series
of measures that included efficient lighting and power capacitor
installations, the utility was able to clip peak loads up to 10%.

Despite known benefits, why is it that DSM has not taken off in India?
There are many reasons but a major constraint has been the luke warm
response of the electricity boards. Most of them have been monopolies for
a long time. Lack of competition, irrational tariffs, political pressures,
poor load research studies, and historical inertia are some of the factors
that have hindered the growth of DSM in India. Many utilities may find it
easier to resort to load shedding than to implement DSM for load
clipping.

Demand Side Management includes different components such as energy

efficiency, energy conservation, and load shape modifications. It is a
cooperative effort of the utility and the consumer. To succeed in this
effort, it has to be backed by better synergy between the government
agencies and the private sector including ESCOs; best practices specially
in agriculture that consumes a lion's share of electricity; and utilities
that work like profitable businesses.

There is a great potential for utility driven DSM programs in India.

Estimates indicate that the end-use efficiency improvement potential in
industry sector alone is over Rs.12, 000 crores. In a country where
energy is heavily subsidised for a section of the consumers, it is indeed a
challenge for the policy makers to make DSM work and produce results.

To accommodate the scale of current economic growth, it is necessary to

explore all possible options for improving energy efficiency and
productivity. Given the constraints that the power sector faces, what are
the chances of DSM succeeding in India? The short answer seems to be,
as Albert Einstein said, “Learn from yesterday, live for today, and hope
for tomorrow.”

As always, your views are most welcome!

Energetically,

Sundaresan Subramanian
Editor

4
Letters to the Editor

Dear Sirs:

The self-revelation articles in the Feb.2010 issue of Urja Watch are very
interesting, touchy, candid, thought-provoking and above all most
inspiring.

My great appreciation to those authors, editor and the IAEMP

yahoogroup.

M.R.Menon aka Solar Menon

Upcoming Events
Power & Electricity World Asia Singapore April 5-9, 2010
http://www.terrapinn.com/2010/asiapower/

POWER-GEN India & Central Asia New Delhi, India April 21-23, 2010
www.power-genindia.com

Clean Energy Council Conference Adelaide, Australia May 3-5, 2010

www.cleanenergycouncil.org.au/cec/mediaevents/cec_conference_2010
.

Renewable Energy:
Business opportunities for CO2 Reduction

Bangkok, Thailand June 2-3, 2010

Website: http://www.renewableenergy-asia.com
Contact name: Ms. Aroonsri Pimpaporn

5
 Demand Side Management
The art of managing electricity-use economically

By Ramanathan Menon

All of us prefer to have the convenience of electricity by just pressing an

electric switch. We should know that behind this convenience in our homes and
industries there is a complex chain of supply that stretches back hundreds of
kilometers to power stations across the country. The art of managing this
supply chain is called ‘Demand Side Management (DSM)’.

Energy-use can be ideally and economically managed by supply and demand

interactions in the market. For electricity use in particular, the price paid on
the market is often regulated or fixed, and in many cases does not reflect the
full cost of production. Electricity use can vary dramatically on short and
medium time frames, and the pricing system may not reflect the instantaneous
cost as additional higher-cost ("peaking") sources are brought on-line. In
addition, the capacity or willingness of electricity consumers to adjust to prices
by altering demand (elasticity of demand) may be low, particularly over short
time frames. In many markets, consumers (particularly retail customers) do not
face real-time pricing at all, but pay rates based on average annual costs or
other constructed prices.

Various market failures rule out an ideal result. One is that suppliers' costs do
not include all damages and risks of their activities. External costs are incurred
by others directly or by damage to the environment, and are known as
externalities. Theoretically the best approach would be to add external costs to
the direct costs of the supplier as a tax (internalization of external costs).
Another possibility (referred to as the second-best approach in the theory of
taxation) is to intervene on the demand side by some kind of rebate.

Energy demand management activities should bring the demand and supply
closer to a perceived optimum. Demand for any commodity can be modified by
actions of market players and government (regulation and taxation). Energy
demand management implies actions that influence demand for energy. As a
concept, DSM was originally adopted in energy distribution. Today DSM is
applied widely to utilities including water and gas as well.

Reducing energy demand is contrary to what both energy suppliers and

governments have been doing during most of the modern industrial history.
Whereas real prices of various energy forms have been decreasing during most
of the industrial era, due to economies of scale and technology, the expectation
for the future is the opposite. Previously, it was not unreasonable to promote
energy use as more copious and cheaper energy sources could be anticipated in
the future or the supplier had installed excess capacity that would be made
more profitable by increased consumption.

6
In centrally planned economies subsidizing energy was one of the main
economic development tools. Subsidies to the energy supply industry are still
common in some countries.

Contrary to the historical situation, energy prices and availability are expected
to deteriorate. Governments and other public actors, if not the energy suppliers
themselves, are tending to employ energy demand measures that will increase
the efficiency of energy consumption.

DSM in India: The historic problems of the Indian power sector can be traced
to three root issues – unacceptably high transmission and
distribution(T&D)losses, large commercial losses due to poor billing, metering,
collection and energy theft, and, low end-use efficiency of energy use specifically
in agriculture. There is now widespread agreement that restoration of the
financial health of the sector can be only enabled by demand side initiatives.

To be specific, the electricity distribution area is where the historic problems

converge. This convergence is most felt in the agricultural sector where the
water-energy nexus is a major root cause for the precarious financial condition
of the power sector in India today. Water withdrawal is an energy intensive
operation throughout the agricultural sector, with the result that 30-40% of
India’s power consumption is used for irrigation. The irrigation pumping
electricity use is at the heart of the subsidy issue and along with electricity theft
and T&D losses, comprise the root cause for the sector’s financial dilemma.

7
The reasons a power utility in India may undertake DSM include: a) demand
outstripping the capability to provide supply, particularly peak supply, b)
improve the cash flow revenues of the utility, c) improve the quality and
reliability of power supply, and d) mitigate the impact of rising tariffs to the
subsidized customers. For agricultural sector particularly, utility DSM is highly
beneficial because of the subsidized prices and high costs of supply resulting
from technical and commercial losses.

Electricity network losses vary substantially from less than 4% to more than
20%. A major potential for reducing network losses lies in distribution
transformers as they are used by utility companies to transform the electricity
from a voltage level of 1 to 50 kV – the level at which the power is transported
locally and supplied to many industrial consumers – to a voltage level ranging
between 120 V and 1 kV - typically used by residential consumers and the
tertiary sector. A small efficiency increase can add up to significant energy
savings over the lifetime of the transformer.

Barriers to Energy Efficiency Improvement: There has been a great interest

in energy efficiency improvement since the first oil price shock in the early
seventies, and recently interest has heightened further because of the global
warming effects of high energy use. This four decade long experience in
implementing energy efficiency projects in the OECD countries has provided
substantial documentation of both the economic and the environmental
benefits of adopting energy efficiency improvement measures.

Those associated with energy efficiency related work in India find some of the
barriers listed below:

• Customer inertia: Many facility owners and managers realize that

opportunities to save energy and lower costs may exist, but they never
move forward with them.
• Others do not perceive the need, or feel a sense of urgency, to implement
energy efficiency measures. It is a low priority compared with other
mission objectives;

• Lack of technical resources: Managers often lack detailed energy

consumption information about their facilities to help them understand
their own energy and infrastructure needs as well as to identify and
implement more beneficial energy savings choices. They also may lack
the analytical tools to determine whether their facility is a good candidate
for an energy efficiency retrofit and the technical expertise to implement
a retrofit using existing staff.

• Absence of focus: Energy efficiency is not a core functional area. Many

organizations have competent and knowledgeable technical staff that can
successfully implement energy efficiency improvement programmes.
However, their core functions and responsibilities are quite different:
maintenance, or production.

8
 Given this emphasis they do not have the time or other resources necessary
to successfully develop and implement energy efficiency improvement
projects.

• Poor understanding of project synergies: Most facility owners and

managers are not aware that comprehensive energy efficiency projects
can meet multiple objectives. Energy efficiency retrofits not only decrease
energy use and costs; but they also improve the facility infrastructure,
lower operating and maintenance costs, reduce environmental impacts
and improve comfort levels. In many instances energy efficiency helps a
facility owner to improve its competitiveness by lowering operating costs.

• Capital constraints and unattractive hurdle rates: Often, facility owners

are leery of taking on long-term debt. Because of this, they are unwilling
to undertake energy efficiency projects even though the debt required to
finance the projects would be paid out of the energy savings.
Additionally, many facilities, particularly in the commercial and
industrial sectors, expect a higher rate of return on capital invested in
energy efficiency projects than that of projects undertaken as a part of
the facility’s core mission. In many cases this means an energy efficiency
project will be rejected outright, though the financial returns on the
investments are similar.

• CEOs & CFOs are not interested in Energy Efficiency Improvement:

Perhaps, the greatest barrier to energy efficiency improvement in India is
that this is still considered to be the engineer’s domain, and CEOs and
CFOs are not yet aware of the potential that energy efficiency
improvement has to improve the profitability of their companies. A study
in the late 1990s showed that the average energy cost of companies listed
on the Bombay Stock Exchange was 5% on sales; the average profit
before tax of these companies was also about 5% on sales! It is possible
to reduce energy costs by 25% or more through concerted efforts. This
translates as a 25% (or greater) improvement in the profit before tax
without assuming market and financial risks associated with
introduction of new products or attempting to increase market share.

The author is a freelance energy writer who had worked as Bahrain

Correspondent for The Middle East Electricity, U.K., and Media Manager (India)
for Washington, DC-based Business Times. He was also the Editor and Publisher
of ‘Sun Power’ the quarterly renewable energy magazine. He may be reached at:
moothedathramanathan@gmail.com

POINT TO PONDER
We all claim to be law abiding citizens but how many of us follow even the
natures’ laws. How many of us care for the Mother Nature? Forget the laws of the
nature, how many of us willingly; and on our own initiative follow the law of the
land unless compelled due to fear of getting caught and fined/jailed? Even life
saving laws like ban on smoking in public places/wearing of helmet need strict
enforcement. How can we then prevent criminal wastage of energy and
resources without enforcing the relevant laws and policies? Will it not help
manage the demand? 9
 DSM Application to HT Consumers
By R.V. Ramana Rao

Introduction

The definition of Demand Side Management (DSM) is ‘It is the process of

managing the consumption of energy in order to optimize the available and
planned generation resources.’ This article examines DSM of state electricity
boards (SEBs), as applicable to High Tension (HT) consumers, to alter the end
use of electricity whether it is to increase demand, decrease it, shift it between
high and low peak periods, or manage it when there are intermittent load
demands with the objective of reducing the utility costs. DSM in this context
includes implementation of those measures that would help the HT consumers
to use electricity more efficiently and while doing so help to reduce the energy
cost.

The DSM techniques are categorized into two types:

1. Energy Conservation and Efficiency programmes to save energy.

2. Load response programmes to shift and reschedule the consumption process.

Electrical
Savings in
Equipment

Energy Industrial
efficiency DSM
manage
ment
Unit
DSM Operation
Process

Peak
hour load
managem
ent Uninterrupt
Load ed power
response supply
Programme
Seasonal
load
Manage
ment

10
DSM Programme approach

1. To conduct general information programme for customers about energy

efficiency options.
2. Information programme about specific DSM techniques appropriate for
industrial consumers.
3. Mechanisms for financing programme to assist customers to pay for DSM
measures.
4. Alternate rate programmes by the utilities like time-of-use rates and
efficiency programmes.
5. Incentives for new innovative thoughts and technologies for load response
and load management programmes.

DSM Promotion

DSM can be promoted and implemented using:

1. Govt. policies and regulations of BEE

2. Electricity board’s initiatives
3. Customer participation in energy efficiency and peak load rescheduling of
HT consumers. This can also be extended to the agricultural, residential and
commercial consumers.

DSM Strategy

1. Identify the sectors and end users as the potential targets.

2. Visualize the needs of the targeted sectors.
3. Develop customized programmes.
4. Conduct analyses for cost effectiveness.
5. Prepare an implementation plan to market the programme.
6. Implement the programmes.

DSM Practices

Sector wise energy efficiency programmes and improvements as DSM measures

in HT consumers are indicated in this subsection.

1. Demand Control: Considerable savings can be realized by monitoring power

usage and switch off non essential loads during the periods of high power use.
2. Power Factor Measurement- Voltage control-KVAR control- intelligent power
factor controller
3. Energy Efficient Motors
4. Electric furnaces
5. Electrolysis and Electroplating
6. Steel production equipment
7. Minimising watt loss in Motors

11
8. Lighting systems – Time based controllers and micro based chips
installations-optimising and using day lighting-efficient lighting systems-
operating at optimum voltage levels.

Energy improvements measures include energy efficiency in electrical utilities,

motors, blowers, pumps, fans, compressors, chillers, HVAC, refrigeration,
cooling towers and lighting and similar kind of electrical appliances. The energy
saving from DSM practices as mentioned above are illustrated in a sectoral
savings.

Benefits of peak load management as DSM measure to consumers, enterprises,

utilities and societies can as follows:

1. Reduction in consumers’ consumption bill

2. Reduction in need for building new power plants to meet the extra
demand and related costs.
3. Reduction of peak power tariffs levied by utilities. Reduction in air
pollution.
4. Adaptable when coupled with energy efficiency practices for overall
effectively.

DSM in HT Consumers - Options

1. DSM awards.
2. Monitoring and Verification DSM workshops.
3. Financial Arrangement implementation of DSM.
4. No cost / Low cost DSM options.
5. Consortia formation, technology providers.
6. Communication of DSM Practices trust building, interaction workshops
Technology Demonstration DSM cell formation, man power and
infrastructure

Load response programs

Load response programs are effective part of Demand Side Management

wherein the shaping and managing of peak loads is practiced. The load
response programmes create an opportunity to trade-off power usage during
peak load period with benefits to the consumer in terms of low tariff during off-
peak hours and high tariff during peak hours. This in turn creates opportunity
for bringing market and business opportunity for the utility as well as the
consumers. In other words, it refers to switching off or rescheduling of non-
essential and non-critical loads by the end users in response to the request of
the utilities.

Supply side management.

Supply side management includes detailed assessment of existing power

situation. This includes the grid supply from thermal power plants and other
captive plants.

12
Supply side control also includes the measures to optimize supply through
adopting energy saving measures in the power plant and reducing the load on
the grid. Supply side control measures that can be effective in enhancing the
substation and distribution network include the following:

1. Feeder metering for measurement power in each feeder and looses

thereon.
2. Rerouting and reconductoring of feeders where huge losses are involved.
3. Conversion of LT lines to HT lines
4. Strengthening of substations and distribution systems.
5. The installation and monitoring of capacitors for PF improvement
6. Up gradation / replacement of old inefficient transformers. And
relocation of transformers near to the load centers.
7. Proper and sufficient earthing system for the transformers which gives
more life and safety of feeder system.
8. Preferring low resistance AAAC instead of ACSR conductors.
9. Avoiding loose jumpering, loose contacts in the feeders etc.,

Strategic recommendations for Demand Side Management

The DSM programme should be initiated with the formation of the DSM Cell
in SEBs where in relevant manpower shall be provided along necessary
infrastructure and communication system and should be made responsible
for implementation the activities of the DSM cell

• The activity of DSM practice should start with interaction meets with
consumers and create trust among them for making DSM and Energy
Efficiency practices.
• Consortia should be formed among all HT consumers to have a
regular interaction among consumers.
• Before implementing DSM practices the identification on unit level
DSM options low cost, no cost and high investment options are
essential.
• Facilitation arrangement by suitable financial schemes for
implementation of DSM and energy efficiency programmes in HT
consumers. And seminars and workshops to be conducted to take up
post implementation feedback/System for monitoring and verification
should be formulated which can take up status of DSM Projects and
review the same for further suggestions and improvements in the
system.

The author of this article is R.V.Ramana Rao, a retired Divisional Electrical

Engineer from Eastern Power Distribution Co.of AP (formerly APSEB). He is a
Certified Energy Auditor, Bureau of Energy Efficiency.

POINT TO PONDER
If ‘Energy is Life-Conserve it” slogan is true (which indeed is) then aren’t the rich
with unlimited access to energy killing the poor by depriving them of even bare
minimum access to energy. Can they be booked under relevant section of the
Indian Panel Code? Will it help managing the demand?
13
 Concept of Energy & Resources Demand Audit-
An Effective Tool to Manage Future Demand
By Sunil Sood

Background:

A close look in to our annual budget reveals that major share of the planned
and un-planned expenditure is incurred on purchase of
equipments/items/systems which consume energy and resources not only
during their manufacture but also during operation and maintenance. The
same holds good for all private projects too. The planning and execution of
these projects goes through various stages such as preparation of feasibility
reports, detailed project reports, basic and detailed engineering and finalization
of specifications of various items and equipments. Though these functions are
carried out by the panel of persons specialised in their respective fields or by
respective consultants, none of these activities are normally scrutinised by a
competent third party expert who is trained and tuned to look at the whole
process from energy & resources efficiency point of view. The final purchase
decision is still on the initial cost basis and not on the life cycle cost basis.

It has also been observed that various utility equipments and systems like
lighting, air conditioning and ventilation systems, air compressors, boilers and
steam piping, DG sets etc. are often selected keeping very high safety margins
of over 100 – 200 % in both capacities and quantities. This results in un-
necessary expenditures on the oversized and extra items, as huge sums of
money are blocked in procuring the same while in some cases more important
items are left out. The main causes of these problems are:

- In adequacy of available data.

- Ambiguity in the industry codes and standards.
- Unawareness about the requirements of the end user.
- Inexperience of the designers.
- Unnecessary consideration given to future expansion, which has very
less chances of materialization.
- Quantities and capacities of equipments are sometimes increased on
purpose, for obvious reasons.

The concept of Energy & Resources Demand Audit

A prudent way to overcome such a situation is to introduce the concept of

‘Energy & Resources Demand Audit (ERDA). Under the concept, the complete
planning process compulsorily is vetted by an expert agency to review the final
selection from the view point of energy and resources efficiency.

The audit will basically include intense scrutiny of the

items/equipment/systems planned as a pre- requisite of a project to be set up
in respect of their capacity, quantity, and other specifications. This is carried

14
out with a view to ensure its best performance, utility and adequacy. It involves
value analysis in which the specification of the equipments are checked
whether they suite the infra structure requirements.. Hence, in this process the
over sizing or even under sizing of the equipments is avoided. All in all, it helps
in the selection of appropriate technological and utility equipments as far as
their specification and quantities are concerned. The whole exercise results in
bringing down the energy & resources requirement.

In other words Technical audit helps the project implementation authorities to

decide about the adequacy of and necessity of an engineering item or
equipment before they are ordered.

Typical Example of over design

In the following paragraphs a typical calculation of a Ventilation System for

Switchgear Room and Basement Ventilation has been given.

______________________________________________________________________________

WASHED AIR COOLING SYSTEM CALCULATIONS FOR VENTILATION OF

SWITCHGEAR ROOM & BASEMENT

A. FAN CAPACITY CALCULATION

I) AIR CHANGE BASIS

Switchgear Room Basement

VOLUME = L x W x H VOLUME = L x W x H
Length = 43 m Length = 43 m
Width = 10.5m Width = 10.5m
Height = 4.5m Height = 4.5m
Volume = 2032 cum – A Volume = 1128.75 – C

Length = 17 m Length = 7 m
Width = 11.98 m Width = 11.98 m
Height = 4.5m Height = 4.5m
Volume = 916.5 cum - B Volume 509.15 – D

Therefore Total volume (A+B+C+D) = 4586.4 cum

No. of air change considered / hr. = 15
Therefore total calculated air quantity = 68796 cum / hr. -------- (1)

II) HEAT LOAD BASIS

Heat Load due to Electrical Equipment (HT,LT & Aux. Panels) = 12.75 kW
Heat load due to power cables = 10KW.
Heat Load due to Lighting

15
Area for Switch gear Room = 655 sq. mtrs.
Lighting Load = 655 x 5 watts / sq.mtr.
= 3275 Watts
= 3.275 KW
i) From Exposed Roof
Size of roof = 43 x 10.5 + 17 x 11.98 = 655 sq, mtrs.
Qr = U x A x temp. Diff
0.00277 x 655 x 5.2
= 9.4 kW
ii) By Exposed Wall
Size of wall = 10.5 x 4.5 + 11.978 x 4.5 = 101.15 sq. mtrs.
QW = U x A x temp diff.
= 0.00204 x 101.13 x 5.2
= 1.07 KW
Metabolic Heat Load
Considering 4 persons max. @ 125 Kcal / Hr. / person
Total Metabolic heat load = 4 x 125 = 500 Kcal /Hr. = 0.58 KW.
Total Heat (a+b+c+d+e)
Now, 1 KW = 860 Kcal / Hr.
Therefore QT = 31914 Kcal / hr.
When DBT = 40 degree C & RH = 59% , The WBT is 28.7 degree C for out side
air
(From Psychrometric Chart)
Considering 90% Saturation Efficiency, the supply air from Air Washer unit
shall be 30 degree C.
Hence, allowable temperature rise = (38 – 32.8) = 5.2 degree C

Required air flow rate = Total Heat Load/ Density of air x SP Heat x temp rise
= 21418 cum/hr. -------- (2)

Supply air quantity considered (higher of value (1) & (2) i.e. 68796 cum / hr.
Considering 10% margin on calculated air quantity = 75675 cum / hr.
We consider 1 no. Centrifugal Fan of capacity = 76000 cum / hr.

B. FAN STATIC PRESSURE CALCULATION

a)Pressure drop in air intake louver = 2.0mmwg

b) Pressure drop in air filter = 15.0mmwg
c) Pressure drop in mist eliminator = 5.0mmwg

d) Pressure drop in fan out let damper = 2.0 mmwg

Velocity of air in outlet damper V = 12m/sec
Velocity pressure VP = 8.810mmwg
Pressure drop in fan outlet damper = 0.6VP mmwg
Pressure drop in louver = 5.286mmwg
Pressure drop considered in fan out let damper = 5.5mmwg
f) Pressure Drop in Ducting with fitting

Friction factor (mmwg/meter of duct)F = 0.25

Duct length considered = 60m

16
Pressure drop = 15mvwg
Pressure Drop in Supply Air Grills
Velocity in Supply Air Grills
Velocity of air in grill V = 4m/sec
Velocity Pressure VP = 0.979mmwg
Pressure drop in grill = 1.0 x vp mmwg
= 0.979 mmwg
Pressure drop considered supply Air Grill = 1.0mmwg
Pressure drop in Gravity Louver
Velocity of air gravity louver V = 7m/sec
Velocity Pressure VP = 2.998mmwg
Pressure drop in grill = 1.0 x vp mmwg
= 2.998mmvg
Pressure drop considered supply Air Grill = 3.0mmwg
Room over pressure V = 3.0mmwg
Total Pressure drop (a+b+c+d+ef+g+h+i)
Total pressure drop with 20% margin = 65.4mmwg
Fan static pressure selected = 62mmwg

C. FAN MOTOR POWER CALCULATION

Fan Type = Centrifugal
Fan Capacity selected (Q) = 76000 Cum / hr
Fan Static pressure selected (H) = 62mmwc
Fan efficiency considered (n) at 50 deg. = 70%
BKW at fan shaft = 18.3 kw
Motor shaft power ith 20% margin = 21.99 kw
Selected motor rating = 22 kw / 4p

D. NO. OF FILTER CALCULATION

Fan capacity = 76000 cum/hr

Velocity across the filter = 2m/sec
Total filtering area required = 10.55 sq. mtrs.
Filter Size (0.610 x 0.610) = 0.372 sp mtrs
No. of filters required = 28.37 nos.
( Say 30 Nos.)

E. PUMP SELECTION FOR AIR WASHER

Pump Capacity
Fan Capacity = 76000 Cum./hr.
Capacity of pump for air washer = 76 Cum/hr
(Considering 1 cum / hr water per 1000 cum / hr. of Air)

Pump Head
Length of pipe considered
(including equivalent length for pipe fitting) = 20mtrs
Friction = 0.180 m/m
Heat loss in pipe = 3.6 mtrs.
Nozzle pressure required = 25 mtrs

17
Total head required = 28.6 mtrs
Considering 20% margin = 34 mtrs.
( Say 40 mtrs)

F. PUMP MOTOR POWER CALCULAION

Pump Capacity Selected (Q) = 76 cum/hr

Pump head selected (H) = 40 MWC
Pump Efficiency (n) = 65%
BKW = 9.81 x Q x H / (3600 x n)
= 12.74 KW
Considering 20% margin = 15.29 KW

G) MAKE UP WATER REQUIREMENT FOR AIR WASHER TANK

Makeup water considered 2% of pumping capacity = 1.1 cum/hr.

___________________________________________________________________________________

How ERD Audit could have helped?

The above design if passed without proper scrutiny, would not only result in
huge initial cost to the owner but would also add much more to recurring
demand for electricity, water, spare parts and consumables which otherwise
could be brought down. The above calculations when subjected to a systematic
ERD Audit would have revealed the basic mistakes and wrong assumptions in
addition to exploring the other alternatives and innovative ideas. Some of the
points which the designer has overlooked in this particular example are:

1. The designer has combined the calculations for the switchgear room and
the basement which is not correct as the ventilation requirements are
different for the two applications.
2. The designer has selected the air change criteria for fixing the capacity of
the system. The National Building Code, 2005 and ASHRAE Standards
also mention that air-change criteria are not very appropriate for sizing
the ventilation system.
3. The designer has considered air-washers of old design with nozzles
instead of modern designs with pads.
4. The calculations of pressure drops for sizing of fan and pumps are done
with very safe margins.

Combining all the good practices and innovative design, the system could be
designed with just one fourth capacity air-washer for the switchgear room
working in tandem with exhaust system for the basement utilizing the air
sucked from the switchgear room. Such a system could have reduced the
energy and water demand by as much as 50-60 %.

This is not an isolated example. Every day, similarly oversized systems are
being planned and there is hardly any check.. This not only results in huge

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initial expenditure but also puts further strain on the already strained natural
resources. In the following paragraphs, expected benefits which can be realized
with introduction of ERD Audit have been mentioned in brief

Expected Benefits

Saving in Capital Investment

As per the experience gained during execution of earlier projects, 10-20% of the
investment can be avoided with proper audit of energy and resources demand
projected during the initial planning stage.

Employment Generation

It is estimated that around one lakh engineers and other supporting staff can
be gainfully employed with very little investment.

Will Make Project Planners More Accountable

Proper introduction of the concept will help in fixing proper accountability in

Government and public sector undertakings as well as in large private sector
organizations. However, to achieve this objective, the ERD Auditors shall be
made accountable and they should guarantee that the final selection of
equipments/ systems is within +5% to +10% of the requirement.

Saving of Operational & Maintenance Costs

There will be a better utilization of equipment with more appropriate value

based selection which will result in saving on recurring based on maintenance
& operation of plants.

Timely Completion of Projects

With proper accountability of the ERD auditors, and more appropriate selection
of equipment, projects will be completed faster thus avoiding cost over run &
production losses.

Conclusion

Considering the vast potential offered by the concept of ERD Audit it is

imperative for the Government to start an immediate action plan for effective
utilization of this concept in the planning of the new projects. The Integrated
Energy Policy,2006 prepared by the Planning Commission and approved by the
Central Government in the year 2008 also advocates that all the purchases
shall be based on the ‘Life Cycle Cost’ instead of the initial cost. In this
concept, even the initial cost is can be lowered with proper scrutiny of the
equipment/systems to be ordered from the view point of energy & resources
demand.

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Disclaimer: This newsletter is published bythe Indian Association of EnergyManagement Professionals

(IAEMP). It is intended for IAEMP’s existingand potential members who are interested in energy
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