A review of barriers to and driving forces for improved energy efficiency in Swedish industry– Recommendations for successful in-house energy management

Johansson, Maria; Thollander, Patrik

doi:10.1016/j.rser.2017.09.052

Cited by 141 publications

(120 citation statements)

References 35 publications

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“…A questionnaire was used for collecting the data. The questions were based to a large extent on previous questionnaires and studies on the Swedish industry (e.g., [5,50,51]). However, some additional questions were added.…”

Section: Methodsmentioning

confidence: 99%

“…Barriers to [48] and drivers for [49] improved energy efficiency in European foundries, including Swedish foundries, have also been studied. Johansson and Thollander [50] conducted a review of previous studies on barriers to and drivers for improved energy efficiency in the Swedish industry. They include the studies previously mentioned in this paragraph.…”

Section: Introductionmentioning

confidence: 99%

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Barriers to and Drivers for Improved Energy Efficiency in the Swedish Aluminium Industry and Aluminium Casting Foundries

Haraldsson

Johansson

2019

Sustainability

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Industrial energy efficiency is important for reducing CO 2 emissions and could be a competitive advantage for companies because it can reduce costs. However, cost-effective energy efficiency measures are not always implemented because there are barriers inhibiting their implementation. Drivers for energy efficiency could provide means for overcoming these barriers. The aim of this article was to study the importance of different barriers to and drivers for improved energy efficiency in the Swedish aluminium industry and foundries that cast aluminium. Additionally, the perceived usefulness of different information sources on energy efficiency measures was studied. The data were collected through a questionnaire covering 39 barriers and 48 drivers, divided into different categories. Both the aluminium and foundry industries considered technological and economic barriers as the most important categories. The most important category of drivers for the aluminium industry was organisational drivers, while the foundries rated economic drivers as the most important. Colleagues within the company, the company group and sector, and the trade organisation were considered the most useful information sources. Important factors for driving work with improved energy efficiency included access to knowledge within the company, having a culture within the company promoting energy efficiency, and networking within the sector. The policy implications identified included energy labelling of production equipment, the law on energy audit in large companies and subsidy for energy audits in small-and medium-sized companies, voluntary agreements that included long-term energy strategies, increased taxes to improve the cost-effectiveness of energy efficiency measures, and EUs Emission Trading System.The energy efficiency gap is commonly explained by barriers inhibiting the implementation of possible measures [4][5][6][7][8]. Drivers for energy efficiency could provide means for overcoming these barriers, and are therefore interesting to study along with the barriers [5]. Barriers to, and drivers for, improved energy efficiency have been described and categorised in previous research (see e.g., [4,5,7,[9][10][11][12][13][14][15][16]). Barriers to and drivers for improved energy efficiency have been studied in different industry sectors worldwide (see e.g., [17][18][19][20][21][22][23][24][25][26][27][28][29][30][31][32][33]).Aluminium can be produced either from primary or secondary sources. The production of primary aluminium starts with the mining of aluminium ore, bauxite [34]. Bauxite is refined to aluminium oxide, also called alumina, which is then electrically reduced in the electrolytic process called the Hall-Héroult process to produce pure aluminium [34]. Holding furnaces are used when adding alloying elements to the aluminium [34] to achieve the desired properties of the metal. Secondary aluminium is produced by melting post-consumer scrap [34]. Alloying elements and/or pure aluminium are added to the metal to ensure that the pro...

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Barriers to and Drivers for Improved Energy Efficiency in the Swedish Aluminium Industry and Aluminium Casting Foundries

Haraldsson

Johansson

2019

Sustainability

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“…Note that the term "energy management" is often used instead of or interchangeably with "energy management system", which refers to the tools for implementing the procedures of EnM [16]. Nevertheless, the common perception that an "Energy management system" and "Energy management" are the same was disaggregated by several research studies (e.g., [16,23,24]). EnM practices, that is, good energy housekeeping in industry, could save 10-15% of the total energy used [25].…”

Section: Figurementioning

confidence: 99%

Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

2018

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Successful energy management is a way to achieve energy efficiency in the pulp and paper industry (PPI), which is important for assuring energy supply security, for increasing economic competitiveness, and for mitigating greenhouse gases. However, research shows that although energy use within PPI can be reduced by 5.5-19.4% per year, some of this by energy management practices, energy management is not always implemented. Why is this so? What are the barriers to, and drivers of implementation? How can the barriers be overcome? A systematic review of barriers and drivers in energy management in the PPI within peer-reviewed scientific articles suggests that the world-wide events that affect energy supply, volatility, and use seemingly also affect the number and frequency of research articles on energy management in the PPI. The perception of energy management in the PPI seems to be dominated by the understanding that it can mostly be achieved through technological improvements aiming to improve energy efficiency. The main driver of energy management was shown to be economic conditions: high and unstable energy prices, followed by drivers such as the need to remain internationally competitive, collaboration and energy management systems. Meanwhile, examples of the most important barriers are technical risks, lack of access to capital, lack of time and other priorities, and slim organization. The success factors for enhancing drivers and overcoming barriers were continuous energy accounting, energy-related collaboration, energy-efficiency programmes, and benchmarking. Altogether, success factors for energy management for improved energy efficiency could be summarized in the 4M framework-the "4M for energy efficiency": mind, measure, monitor, and manage-that could be used as the energy management memory-tool that could lead to improved energy efficiency in other sectors as well.

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“…The expansion of production capacity and market share is naturally more crucial than adoption of energy efficiency measures for most firms [17]. Several studies have addressed how firms give greater priority to issues unrelated to energy efficiency than to energy efficiency measures [26].…”

Section: Higher Priorities To the Production Activitymentioning

confidence: 99%

Analysis of Relationships among Organizational Barriers to Energy Efficiency Improvement: A Case Study in Indonesia’s Steel Industry

Soepardi

Thollander

2018

Sustainability

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Abstract:The aim of this paper is to analyze and rank the managerial-organizational barriers to energy efficiency improvement from an industry perspective. To that end, this study utilizes the Interpretive Structural Modeling (ISM) methodology to identify the contextual relationships among the barriers. In a focus group discussion forum, five practitioners from the steel industry were consulted to identify these mutual linkages. The results indicated that five of the eight barriers proposed are in the linkage category. These barriers include that the energy manager or people in charge of energy management lack influence, there are higher priorities to production activity, there is management resistance to change, there is inadequate management capacity, and there are conflicts of interest within the organization. The management should focus more attention on these barriers, because they have both high driving power and dependency. The findings are intended to help managers from manufacturing sectors identify key barriers and thus develop strategic plans to address these issues.

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A review of barriers to and driving forces for improved energy efficiency in Swedish industry– Recommendations for successful in-house energy management

Cited by 141 publications

References 35 publications

Barriers to and Drivers for Improved Energy Efficiency in the Swedish Aluminium Industry and Aluminium Casting Foundries

Barriers to and Drivers for Improved Energy Efficiency in the Swedish Aluminium Industry and Aluminium Casting Foundries

Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

Analysis of Relationships among Organizational Barriers to Energy Efficiency Improvement: A Case Study in Indonesia’s Steel Industry

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