In this feature, we are grateful to have Andre Yeo (Senior Manager – HSE, Facilities & Energy Mgt) and Rob Field-Marsham (Head of Technology & Innovation) from fellow GCNS member and CPLC Partner, Containers Printers, share their experience in implementing various energy-saving and decarbonisation initiatives in their company.

Q: Thanks Rob and Andre for joining us today. As many companies who are new to sustainability may wonder how to start on this, could you share how you started,  and which  decarbonisation measures you targeted first?

Rob and Andre: We used a hotspot analysis to help us prioritise which initiatives to start with, but first we needed training on how to conduct an analysis. Thankfully, our CEO Amy was very supportive of sending our staff for training in Energy Management, including courses such as the Singapore Certified Energy Manager (SCEM) course. With this training we were able to identify hotspots of high energy usage, and thus areas for improvement. 

Our hotspot analysis pointed to our air compressors – we call them our “fourth utility” because we use them so extensively in our factory – which turned out to be not particularly energy-efficient.

We then sought advice from the NEA to understand improvement options we might have, and the potential cost savings we could gain from improving our equipment’s energy efficiency, The NEA recommended that we apply for the Energy Efficiency Fund (E2F), which we did in 2019, armed with a solid business case built on cost savings, and emission reductions.

Q: May you share with us 1-2 challenges that you unexpectedly faced and how did you overcome them?

Rob and Andre: As mentioned, it was critical for our team to upgrade their skills, thus we provided practical, on-the-job training. However, one challenge was addressing the impact of turnover: if we train people, and then they leave, we might inadvertently lose a bit of their knowledge, hence we have had to find ways to retain such knowledge in the department to cope with such transitions.

Another challenge we faced was in the decision-making process when figuring out which solution to choose. For example, for our Energy Management Information System (EMIS), we were somewhat overwhelmed by the number of solutions in the market. Rather than adopting an all-or-nothing approach, we piloted solutions with a smaller scope to see how they worked. This helped us learn along the way and reduce risk, compared to if we had upgraded everything, all at once.

Q: The solutions you adopted (for eg. solar installation) seem to incur quite a bit of cost, although you are able to recover them after a short period. How did you manage your costing for these decarbonisation initiatives at the start?

Andre: For our solar installation, Sembcorp offered us a zero-capital investment model that worked favourably for us. The panels belong to Sembcorp, where they take care of installation, commissioning, and ongoing maintenance. We were then provided a fixed rate on the electricity generated by our solar panels. Such solar leasing models usually last for 10, 15 years, or more, and can provide a viable way for SMEs to benefit from renewable energy. It also helps that our factories have large, flat roofs, which are also attractive locations for companies like Sembcorp to install and operate the panels. 

Rob: For other energy efficiency projects, it was also important not to just focus on the upfront cost, but also to build a business case around the payback period, and the ongoing savings for the business. We were also able to receive grants like the E2F, and advice from NEA, which helped us find ways to reduce some of our costs.

Q: Do you have any advice for fellow SMEs, especially in similar industries, on how they can reduce their carbon footprint?

Rob: Tons! For us, these are: 

Change: 

• A lot is about changing mindsets and behaviour, which requires a company-wide effort.– we had a strong commitment from our CEO, Amy, in driving culture change. 
• Job redesign: We created a new team, including energy managers, and redesigned roles so that staff’s KPIs are linked to sustainability.
• Encouraging staff who have a natural interest helps create momentum, as does making everyone aware of how much energy they are actually consuming.

Training: 

• Upgrade teams’ skills; leverage on courses by the NEA and GCNS.
• While courses help with the basics, staff should also have on-the-job training to learn by doing.

Infrastructure investments: 

• Pilot your solutions in small projects, and learn along the way to improve on the next project.
• With the strong direction from the Government in moving to Net Zero, you can work with the NEA in your energy-efficiency projects.
• Digitize and digitalise: for example, instead of SP reading your utilities meter monthly, you can install meters that can track consumption in real time. This will allow you to do things faster, and potentially enable you to automate your processes.