10
YEARS OF
ACHIEVEMENT
energy successes 2004
Energy Successes 2004
Contents
Introduction from Patrick Liddy
3
Case Studies of Energy Successes
2
Aughinish Alumina
4
C&C Ireland Ltd, Dublin
6
GlaxoSmithKline, Cork
7
Intel Ireland Ltd
8
Gypsum Industries Ltd
10
Masonite Ireland
11
Pfizer Ireland Pharmaceuticals, Ringaskiddy API
12
Roche Ireland Ltd
14
About Sustainable Energy Ireland
15
Member Listing
16
Introduction from Patrick Liddy
This publication celebrates the achievements of some of Ireland’s largest
industrial companies in adopting and utilising best practice in energy
management and demonstrates that they are at the highest levels of energy
efficient manufacturing. The case studies featured provide an indication of the
types of projects being implemented, though they represent only a small
amount of the good work being done.
The case studies are derived from companies who are members of the Large
Industry Energy Network, an initiative facilitated by SEI to help and encourage
large industry to share information and skills related to energy efficiency. The
80 member companies of the network have an average energy spend of
€4 million per annum and make up over 50% of the Total Primary Energy
Requirement for Industry in Ireland.
This year the Network celebrates its 10th year of members reporting their
annual energy usage. Each year members provide details of their energy usage
and site productivity and set targets for energy usage for the following year.
This formal approach to energy management helps members focus on energy
budgets and the economic benefits of maximising energy efficiencies.
The success of the initiative has been considerable, with an estimated 580,000
tonnes of CO2 emissions avoided due to the energy efficiency measures taken
by LIEN members.
Patrick Liddy
LIEN Technical Advisor
3
Aughinish Alumina
Aughinish Alumina (AAL) is Europe’s largest alumina refinery, producing more than 1.5
million tonnes of alumina annually by treating bauxite ore, which is then exported to
smelters for processing into aluminium.
The plant, located on the 1,000 acre island of Aughinish in Co Limerick, is one of Ireland’s largest
energy users. In 2004, for example, it used 338,996 tonnes of fuel oil and 347,167 MWh of electricity.
Given that even small gains in energy efficiency could have a significant impact on its operating
costs, AAL responded positively to a suggestion made by SEI that it might consider implementing a
formal energy management system.
The main advantage of an energy management standard was that it would guarantee delivery of a
systematic and structured approach to improving energy efficiency and reducing energy-related
emissions.
In October 2004, AAL received confirmation of its accreditation to the Danish Energy Management
Standard DS2403, the key elements of which are a requirement to have an energy policy in place,
coupled with a requirement to set energy efficiency targets. These targets are incorporated into
rigorous action plans, which are specifically designed to achieve continual improvements in the
form of more efficient and sustainable use of energy.
All targets are based on monthly data and each has a specified, allowable deviation. If performance
deviates by more than this amount, it constitutes a ‘non-conformance’, creating a requirement to
prepare a report explaining what happened, why it happened and what steps will be taken to
prevent a recurrence.
This approach results in more thorough analysis and faster resolution of problems than would
otherwise be the case.
The standard was implemented in October 2004. Since then, the engineering team has been
meeting once a month to review energy targets. In addition, energy issues are now brought to the
attention of senior management in a systematic manner. Energy is reviewed quarterly by senior
management as a 45-minute agenda item at review meetings.
"The standard has allowed us to communicate with senior management in a way that was not
possible before", AAL’s energy consultant Brendan Thorne points out.
"All information relating to problem areas and positive trends is presented in an accessible and
easily understood format. This greatly facilitates decision-making relating to any follow-up actions
required and senior management appreciate this".
EPI TREND 1995–2005
4
Day-to-day implementation and maintenance of the standard requires the involvement of a large
number of individuals who must incorporate it into their normal work routine – in the same way that
they assume responsibility for safety, environmental and quality standards. Getting people to think
about energy management in that way, and change their behaviour accordingly, is absolutely crucial.
The fact that the energy management standard is very similar to ISO 14001 was a major plus factor for
AAL when it was considering the logistics of the implementation process. In fact, it required little more
than shaping the energy management standard procedures to fit with existing ISO 14001 procedures.
All engineers, maintenance personnel, purchasing and administration personnel were given a one-day
training course on the detail of how the standard operates, while the remaining 400 employees were
given a one-hour presentation to make them aware of the new standard.
The standard’s structured approach has resulted in improved handling of long-standing problems,
which hitherto were overlooked.
Recently, for example, thermographic analysis and pressure surveys indicated possible areas of highpressure drop in steam lines. Armed with this information, coupled with detailed calculations to identify
tolerable pressure-drop levels, the energy management team were able to establish the specific types
of modifications that needed to be made.
The modifications resulted in a significant improvement in energy efficiency. Later, the same approach
was successfully applied in other areas. The AAL energy management team confidently expects further
energy efficiency improvements when modifications to equipment in various other locations are
carried out during 2005.
Among a number of benefits, the standard has a fundamental impact on all AAL project design and
purchasing decisions; this is because an evaluation of energy efficiency factors is automatically
incorporated into the decision-making process.
5
C&C Ireland Ltd, Dublin
In early 2003, (when the C&C Dublin plant began tackling energy efficiency issues in a
more systematic way), the process of shutting down big loads when not in use required
significant time and management resources.
While irregular work patterns made it extremely difficult for big loads to be safely shut down for
extended periods, closer investigation of the problem led C&C’s Energy Management Team to
identify certain times when this would be possible e.g. post 6pm on Saturdays, post 3pm on
Sundays, and all day on public holidays.
The solution devised by the Team was to fit timers on panels carrying the biggest loads. In total, 22
timers were fitted, all of which were set to shut down on Saturday and Sunday evenings.
This initiative resulted in an immediate 5% overall energy saving.
One year later, spurred by this and other success, and in search of other ways of generating energy
savings, the Team decided to begin running cables from one central location to all major loads, and
to fit a single central timer/controller in the main control area. This move was designed to create
greater control flexibility, making it easier to shut down loads completely on public holidays and at
much earlier times on Saturdays and Sundays – depending on production output and other
variables.
In parallel with this operation was a separate initiative which involved making the cable runs multicore; this allowed for taking back critical signals. The implementation of the two projects as a joint
initiative helped to cut costs, which otherwise could have proved prohibitive.
One additional element of the project was the use of in-house resources, which delivered specific
training benefits to apprentices and other members of the workforce.
Currently, all alarms and some of the most critical loads including the water plant, boilers and
chilling plant have been commissioned. Other loads are being transferred at the rate of one or two
per week. When all loads are finally transferred, some software and touch screen interface features
may be added; this would facilitate variants of shut-down and start-up procedures to be
implemented, depending on activity in the production area of the plant.
In terms of benefits delivered by this project, the original 5% energy saving is still being maintained.
Furthermore, C&C expects to be in a position to achieve additional savings of up to 3%.
The installation of a central alarm system has proved to be a major bonus. Recently, for example,
when one of the two on-site boilers was closed down for an insurance inspection, the other boiler
nuisance tripped on gas detection three times in a period of three weeks. While this level of
tripping was unusually excessive, all three outages were detected before any plant down-time
losses were incurred.
EPI TREND 1995–2005
6
GlaxoSmithKline, Cork
GlaxoSmithKline (GSK) Cork, a manufacturer of active pharmaceutical ingredients, meets
71% of its on-site steam demand by using the waste heat boiler in its incinerator plant; all
other demand is met by using two natural gas-fuelled, packaged steam boilers, one of
which is operational while the other is on standby.
Both packaged boilers have economisers installed on the flue gas exhaust duct – a measure
designed to recover additional heat from the flue gases, which in turn are used to pre-heat the
incoming boiler feed water. Recently, however, one of the economisers manufactured in carbon
steel – a material normally considered satisfactory for use in economiser coils – encountered coil
corrosion due to pitting on its inside walls. This development was attributed to high oxygen
content in the feed water. The dissolved air was released when the solution became heated,
thereby causing severe pitting inside the coil.
The economiser was subsequently shut down and bypassed.
As part of its drive to reduce energy costs, the GSK Energy Management Team has replaced the
original economiser with another constructed in stainless steel; this is designed to deliver increased
protection against corrosion. The company has also modified its water treatment regime in order to
reduce the oxygen content in the boiler feed water.
The new economiser comprises a stainless steel tube bank welded into a stainless steel casing with
integral inlet and outlet transition pieces and a built-in bypass.
In general, for every 1˚C increase in feed water temperature by an economiser, there is an
approximate decrease of 4˚C in the flue gas temperature. The economiser sizing was carefully
assessed with these factors in mind and with a view to preventing dewpoint corrosion problems
occurring in the exit flue and chimney.
Currently, as boiler waste heat gases pass through the economiser, they preheat the incoming
boiler feed water directly before the feed water enters the boiler.
Boiler efficiency has improved by 4% across the full firing range, thereby generating annual savings
of 17,000, with a consequent payback on capital invested of 2.8 years.
EPI TREND 1995–2005
7
Intel Ireland Ltd
Approximately 5,100 people are employed, both directly and indirectly on the 150-hectare
Intel Ireland campus in Leixlip, Co Kildare, which is Intel’s fourth largest manufacturing
site overall and its largest outside the United States.
Recently, the Co Kildare campus became the first Intel site globally to pilot a plant-wide Monitoring
and Targeting (M&T) system. The decision to implement such a project was driven by the need to
develop a means of both determining energy consumption efficiency and investigating any
excessive consumption in an effective, routine manner.
Ultimately, this would help to reduce on-site energy consumption and related emissions, thus
delivering significant environmental benefits as well as cost savings.
Research carried out among a number of UK industries showed that cumulative savings of
between 4% and 18% had been attributed to the diligent application of M&T systems: these
systems are expressly designed to detect and diagnose wasteful use of energy, water and other
consumable resources.
Using an M&T system effectively involves relating actual consumption volumes to measurable
‘driving factors’ such as weather conditions and levels of production output. By knowing the
driving-factor values, it is possible to estimate the resource quantity required for each ‘stream’ of
consumption. Potential inefficiencies or resource wastages are signalled by unexpected
discrepancies between actual consumption and anticipated consumption (adjusted to take
account of variables such as production output and weather conditions).
Intel Ireland had strong foundations on which to build an effective M&T system – the existing
infrastructure included an extensive network of electrical and water consumption meters; plans to
install additional gas meters were well advanced; production statistics were readily accessible; and
the logging of data on local weather conditions was carried out on an ongoing basis.
The first step in the implementation of the pilot M&T project involved the development of a
spreadsheet-based reporting system.
Existing site data is collated in a spreadsheet, which also contains a summary table listing the
apparent excess cost incurred in each monitored stream of consumption, it also clearly identifies
any individual areas requiring priority attention.
In order to facilitate more detailed analysis, all relevant back-up material relating to consumption
can be accessed electronically from a number of sources including the electricity metering
database and the Facilities Management System database. Additionally, data on volumes of wafer
moves may be downloaded from an intranet web page. Manually-entered data may be retrieved
from utility bills.
EPI TREND 1995–2005
8
Each dataset is refreshed on a weekly basis. The amount of time involved in analysing this data is
relatively small – normally as little as two or three hours per week.
The investigation and rectification of any problems highlighted during the M&T process are integrated
into day-to-day operations, with overall management responsibility allocated to the relevant
engineering teams.
The current operation of the M&T system involves the logging of more than 270 consumption streams.
Of these, 130 are available for review on a weekly basis, with all reviews prioritised in terms of excess
cost overruns.
The Intel system has been designed to track the weekly kWh consumption of (as well as running costs
of ) each individual chiller, boiler, compressor plant, office air-handling unit and set of factory tools. The
system tracks weekly water consumption/discharge from all scrubbers, cooling towers, UPW and
effluent. It also tracks weekly usage of bulk gases such as nitrogen, helium, oxygen and hydrogen.
Among a range of benefits, it assists the Intel management team with the process of establishing
aggressive, but realistic, energy-reduction targets. It detects any persistent, unexplained consumption
patterns; facilitates the diagnosis of excess costs, the causes of which may not become evident during
physical inspections. It enables the process of reporting and analysis to be conducted in such a way
that the variable effects of all major driving factors are properly accounted for. Further, it quantifies the
savings achieved by energy management activities, and verifies the savings delivered by individual
projects, again taking variable influences into account so that factors such as changes in production
output and changes in weather conditions do not distort report findings, and thus cannot be used as a
way of concealing poor performance.
The implementation of this pilot M&T project has been declared an unqualified success, not least
because it highlights the existence of overspends and provides accurate verification of project
implementation.
Reaction to the benefits yielded thus far would indicate that any proposals to implement a similar M&T
system across Intel’s site operations globally would receive enthusiastic support.
9
Gypsum Industries Ltd
As part of Gypsum Industries World Class Manufacturing Programme, the Energy
Management Team at the company’s Kingscourt site, Co Cavan carried out a detailed
study on energy usage throughout the plant.
Using the study findings, the Team was able to identify areas of the overall production process
where energy savings could be made.
All energy losses were ranked in terms of their financial significance, thus enabling the Team to
prioritise the implementation of the various remedial actions required.
The high level of compressed air losses was one of the areas earmarked for urgent intervention.
The first step was to calculate the precise level of loss, a move which necessitated careful
examination of every single item of equipment using compressed air. Next, Gypsum engaged the
services of a specialist air leak detection company, which identified, labelled and categorised all onsite air leaks.
Using an ultrasonic leak detector, the team managed to pinpoint 58 leaks; these ranged from
obvious, audible air leaks to smaller leaks, which could not be detected against normal background
noise conditions.
The specialists report provided Gypsum with the basis of a plan for tackling the problem.
Leaks were repaired, and a comprehensive air usage rationalisation programme was implemented
throughout the plant.
On foot of the rationalisation measures put in place, Gypsum reduced its compressed air usage by
approximately 500cfm. Related electricity savings made as a result of this intervention total about
1.3 million kWh annually, or the equivalent of annual savings of 650 tons of carbon dioxide.
Apart from the purchase of a number of solenoid valves and the cost of engaging the services of
the specialist air leek-seeking company, Gypsum’s realisation of significant energy savings
necessitated very little by way of capital expenditure.
Based on its success to date, the company intends to maintain current on-site air usage levels by
monitoring consumption on an ongoing basis, and by carrying out periodic air leak surveys.
EPI TREND 1995–2005
10
Masonite Ireland
Masonite Ireland employs 300 people at its 60,000 m2 MDF door skin manufacturing
facility near Carrick-on-Shannon, Co Leitrim. The company uses the combustion of
recycled wood chip and other wood biomass to provide thermal energy for a number of
production processes.
Over a 28-month period between 2001 and 2004 Masonite achieved a 30% increase in thermal
efficiency. This achievement led to a dramatic alteration in the thermal/electrical capacity of the
company’s Heat Energy Plant (HEP), which in turn led to a situation where day-to-day capacity was
far in excess of the site’s normal energy requirements. The Energy Management Team was therefore
presented with a major challenge – how to achieve maximum electrical efficiency while
simultaneously creating complete system flexibility.
At the time, the operation of the HEP necessitated the use of five large electrical fans in order to
sustain combustion processes and cool exhaust gases from the 44.5MW wood-fuelled furnace. It
also required the use of outlet vane dampers to control air volume flows from the fans.
Following extensive investigations, the Energy Management Team determined that a combination
of variable speed drive (VSD) controls and outlet vane damper controls would be the most suitable
option. Moreover, using this method would also maximise the overall electrical efficiency of the five
fan motors.
The decision to move to a VSD-led system involved the replacement of outlet vane damper
controls on two of the smaller 200kW motor fans.
With this new system, motor speed is minimised at all times and the damper position is maximised.
As a result of fitting the combined VSD/damper control technology on the two 200kW motor fans,
their electrical efficiency has increased by 84%, thereby generating annual electrical savings of
more than 650,000kWh and primary energy carbon dioxide savings of 380 tonnes per year. The
payback period on Masonite’s 40,000 capital investment project was less than 18 months.
By implementing this VSD project, Masonite has achieved one additional key objective – the
provision of greatly improved system control.
EPI TREND 1995–2005
11
Pfizer Ireland Pharmaceuticals, Ringaskiddy API
Pfizer Ireland Pharmaceuticals, Ringaskiddy API, is a division of Pfizer Global
Manufacturing. One of six Pfizer sites in Ireland, it produces active ingredients for the
pharmaceutical industry.
Pfizer’s Ringaskiddy plant is a recognised leader in the field of effective energy management,
delivering continued energy savings over a number of years through a co-ordinated energy
management programme.
One outstandingly successful example of Pfizer’s co-ordinated approach to energy management is
the recently installed Energy Information System (EIS), a project which was implemented against a
background where the number of on-site transformers had grown from four to twelve between
1980 and 2001, and where average electricity demand had grown by a factor of more than six
during the same period.
The site comprises four main production centres. Support services, each of which has a separate
area/building, comprise Production Services (utilities, solvent recovery and waste water treatment);
Customer Services (warehousing, inventories, parts); Maintenance; Engineering; Laboratories and
Administration.
With a site of this scale, the tracking of onsite energy consumption can be particularly challenging.
In that context, the Energy Management Team recognised that it would be impossible to track or
improve energy conservation without first being able to confirm resource consumption in
individual operating units.
Against this background, they devised a project, which would manage on-site electrical distribution
and act as a platform for all utility systems management going forward.
The first step in the implementation of this project was to install a PLC in each of the nine
substations in the site network, and then link the PLCs together using a fibreoptic cable. (Due to the
location of the sub-stations, each PLC forms a node, which acts as a local collection point for
individual meters. The fibreoptic network provides the infrastructure to bring all the data to a single
point, where it is then processed.)
One important aspect of the original design brief was that the system should have a state-of-the
art infrastructure, with ‘full expandability’ – an operational feature which has since been shown to
perform very well. For example, it is possible to integrate additional utility meters into the system
quite easily. Moreover, all transformer electricity consumption, main steam and gas consumption,
nitrogen plant and air compressor motors, as well as compressed air metering are now integrated
into the system.
EPI TREND 1995–2005
12
Work is currently being carried out on the integration of the utility meters, which deliver data to the
Production Services. When completed, this will provide important additional information on areas
such as water consumption, hot/cold services distribution and steam distribution.
Future plans include the fitting of meters on all motors of 30kW, or higher, used on the site; these
meters will also be connected to an Energy Information System PLC. Finally, all future on-site utility
projects will have to incorporate a metering connection to the system as part of the
construction/commissioning process.
According to Liam Crowe, Utilities Supervisor, the implementation of this EIS project has helped the
Ringaskiddy plant to reduce energy consumption in diverse areas.
"Evidence of the effectiveness of the EIS has manifested in a number of ways", he notes.
"In 2003, for example, we recorded a decrease in energy usage per unit output, and our Energy
Performance Index improved from 117.94 to 100.72, despite large increases in both production
volumes and on-site activity. Essentially, what the EIS enables us to do is identify where to target specific
energy-saving measures, or act on abnormal/high energy usage patterns. This is because the
monitoring and reporting software generates reports containing precise information on energy
consumption in individual areas of our on-site operations.
"Significantly, we have moved from a calculation-based method of reporting energy savings from
individual projects to a measurement-based system. This means that we do not record savings when a
project has been completed; we only report evidence-based savings.
"Soon after the EIS was installed, we were able to identify that a significant portion of the site’s electrical
consumption, i.e. 15%, was compressed air/nitrogen derived. Armed with this information, our
Maintenance Department initiated a leak-detection programme, as a result of which major energy
savings were generated.
"In overall terms, the EIS has allowed us to quantify and/or identify savings of approximately 1,600 MWh
electricity and 400,000 kWh thermal energy annually, which equates to approximately 4,000 tonnes of
carbon dioxide."
"One final, but nonetheless important advantage of the system is that the cost of incorporating
additional meters is realistic for small-scale projects", Crowe concludes.
As a result of this innovative energy-saving initiative, Pfizer now has a platform to gather data,
implement a focused targeting programme and generate energy and CO2 emission reductions on all
utilities for years to come.
13
Roche Ireland Ltd
Roche Ireland Ltd, a subsidiary of the international healthcare company Roche Group,
employs more than 250 people at its Clarecastle, Co Clare site where it produces active
pharmaceutical ingredients for export to Roche Group manufacturing facilities
worldwide.
As ongoing energy management is a priority for the Roche Group, the Energy Management Team
at Roche Ireland’s Clarecastle site has devised a number of projects, which despite their relatively
small scale, are expected to yield significant electricity savings.
As a result of replacing a 165kW fixed-speed compressor – used for supplying instrument air, and
running at 100% capacity irrespective of air demand – with a 75kW variable-speed compressor,
running speeds are now dictated by actual air demand. The electricity saving created as a result of
operating at lower speeds is the equivalent of generating a reduction of 228.12 tonnes of CO2
annually. The payback period for this project is 25.2 months.
The focus of another Roche project is on the two absorber beds that are used to dry compressed
air. Only one of these beds is in operation at any given point – while the first is in use, the second is
being regenerated. A fixed timer facilitated the changeover from one to the other. The project
involved the installation of a dew point meter, which measures the quality of air leaving the dryer
and uses a set level to control the changeover process.
As a result of implementing this project, bed changeovers now take place only when necessary. The
resulting drop in the number of changeovers has created a reduction in electricity consumption
equivalent to 54.25 tonnes of CO2 annually, with a project payback period of 24 months.
Roche’s third project involved the replacement of a fixed-speed motor on the cooling tower pumps
with a variable-speed drive motor. Previously, the motors ran at 100% capacity. Now, however,
operating speeds are dictated solely by demand for cooling tower water. Savings of 171.36 tonnes
of CO2 annually are generated as a result of the lower operating speeds of the tower pumps. The
project payback period is 54 months.
EPI TREND 1995–2005
14
About Sustainable Energy Ireland
Sustainable Energy Ireland (SEI) is Ireland’s national energy agency. Established on
May 1st 2002 under the Sustainable Energy Act 2002, SEI has a mission to promote
and assist the development of sustainable energy.
This encompasses environmentally and economically sustainable production, supply and use of
energy, in support of Government policy, across all sectors of the economy.
Its remit relates mainly to improving energy efficiency, advancing the development and
competitive deployment of renewable sources of energy and combined heat and power, and
reducing the environmental impact of energy production and use, particularly in respect of
greenhouse gas emissions.
SEI is charged with implementing significant aspects of the Green Paper on Sustainable Energy
and the National Climate Change Strategy as provided for in the National Development Plan.
SEI manages programmes aimed at:
· assisting deployment of superior energy technologies in each sector as required;
· raising awareness and providing information, advice and publicity on best practice;
· stimulating research, development and demonstration;
· stimulating preparation of necessary standards and codes;
· publishing statistics and projections on sustainable energy and achievement of targets.
SEI is responsible for advising Government on policies and measures on sustainable energy;
implementing programmes agreed by Government and stimulating sustainable energy policies
and actions by public bodies, the business sector, local communities and individual consumers.
15
Member Listing
Abbott Ireland, Cavan
Allergan Pharmaceuticals Ltd
Analog Devices BV
Atlas Aluminium
Aughinish Alumina
Bausch & Lomb Ireland
Baxter Healthcare S.A.
Boliden Tara Mines Ltd
Boston Scientific Ireland Ltd, Cork
Boston Scientific Ireland Ltd, Galway
Braun Oral-B Irealnd Ltd
Bristol-Myers Squibb, Cruiserath
Bristol-Myers Squibb, Swords
Bulmers Ltd
Cadbury Ireland Ltd, Dublin
Cadbury Ireland Ltd, Kerry
C&C Ltd, Dublin
C&C Ltd, Cork
Carbery Milk Products Ltd
Cognis Ireland Ltd
ConocoPhilips, Whitegate Refinery
Cuisine de France
Dairygold Co-Op Society
Dawn Meats, Ballyhaunis
Diageo, St James's Gate
Dublin Airport Authority
Dundalk Brewery
Elan Pharma
Element Six
Eli Lily S.A. - Irish Branch
Fruitfield Foods Ltd
Glanbia Ingredients, Virginia
Glanbia Meats, Roscrea
Glanbia Meats, Ruskey
Glanbia Plc, Ballyragget
Glanbia Plc, Inch
GlaxoSmithKline, Cork
GlaxoSmithKline, Dungarvan
Gypsum Industries Ltd
Hewlett-Packard (Manufacturing) Ltd
HJ Heinz
Honeywell Turbo Technologies
IBM International Holdings
Intel Ireland Ltd
Irish Shell Ltd
Janssen Pharmaceutical Ltd
Kerry Ingredients, Listowel
Klinge Pharma
Kostal Ireland GmbH
Lakeland Dairies, Bailieboro
LEO Pharma
Lisheen Mine
Masonite Ireland
Merck Sharp & Dohme (Ireland) Ltd
Micro-bio Ireland Ltd, Fermoy
NEC Semiconductors Ireland Ltd
Novartis Ringaskiddy Ltd
Pfizer Ireland Pharmaceuticals, Little Island API
Pfizer Ireland Pharmaceuticals, Loughbeg API
Pfizer Ireland Pharmaceuticals, Ringaskiddy API
Premier Periclase Ltd
Pure Fresh Dairies Ltd
Roche Ireland Ltd
Saehan Media Ireland Ltd
Schering Plough (Avondale) Co.
Schering Plough (Brinny) Co.
Smurfit Paper Mills Ltd
St. Frances Abbey Brewery
Takeda Ireland Ltd
Tayto Limited
Tech Group Europe, Dublin
Thermo King Europe
Transition Optical Ltd
Tyco Healthcare, Athlone
Tyco Healthcare, Mulhuddart
Waterford Crystal Ltd
Wellman International Ltd
Western Proteins
Wyeth Medica Ireland Ltd
Yamanouchi Ireland Co. Ltd
LIEN Contact Details
Declan Meally
Head, Industry
t + 353 1 808 2081
e [email protected]
www.sei.ie/lien
16
Patrick Liddy
LIEN Technical Advisor
t + 353 1 808 2098
e [email protected]
Deirdre Farrelly
Industry Programme Assistant
t + 353 1 808 2087
e [email protected]
Glasnevin
t +353 1 836 9080
Dublin 9
f +353 1 837 2848
Sustainable Energy Ireland is funded by the
Ireland
e [email protected]
Irish Government under the National
Development Plan 2000-2006 with programmes
w www.sei.ie
part financed by the European Union
05-IND-LIEN-010-R/01
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