The multi-pronged approach comprises three programmes : Risk Identification , Risk Management and Efficient Issue Resolution ; designed to boost operational efficiency , business performance and minimise risk over the long term .
On how businesses can build more energy resilience into their critical power infrastructure , Horne says : “ A lack of visibility makes it difficult to see and understand the level of risk within your power infrastructure , but the outcome of downtime is severe – interruption to operations , damage to reputation , unforeseen costs accrued ( in fines or revenues ) or even a risk-to-life – requiring a more a proactive stance , instead of the conventional view through a maintenancelens . Risk can never be eliminated but the right resilience strategy , supported by a knowledgeable and trusted partner , can manage and mitigate the threats .”
During the risk identification process , Siemens experts will perform a thorough audit to identify the risks associated with all the installed electrical equipment at the manufacturer . The process will help identify risks more intelligently , manage electrical equipment across sites and accommodate changing energy supplies including green energy , decarbonisation and on-site generation and storage . Risk Management involves the proactive management of
electrical assets and maintenance of its health to mitigate risk , streamlining the electrical infrastructure estate for simpler , more cost-effective management over time . While Efficient Issue Resolution grants access to global parts sourcing and worldleading capabilities to help resolve issues faster , repair assets on site and understand the optimum pathways for the power estate .
Says Horne : “ The prospect of imminent power infrastructure failure is ‘ real ’. There are approximately 65,000 panels of Siemens Reyrolle brand switchgear installed in UK industries , of which 70 % predate the 1970 ’ s . All continue to underpin critical power systems and remain fully supported by Siemens . There are also , as many , other similarly-aged assets from different manufacturers and , if not maintained correctly , all could potentially fail and create challenges .”
Horne : “ It could mean a food producer ’ s line losing power which causes wastage and a drop in quality during a production run or an automotive manufacturer experiencing an unplanned blackout that incurs a 30-mins complete line restart ; placing pressure on targets . We ’ ve had a business with £ 100k a year lost production through a handful of unplanned blackouts . After review , we recommended a £ 50k part change to remedy the issue – a solution , which in under six months had paid for itself .”
An issue of strategic importance , Horne says energy resilience merits discussion in the boardroom : “ Manufacturing is one of the most energy-intensive industries . Any power outages or pricing fluctuations can have significant ramifications on day-to-day operations and production output . The cost to businesses can be eye-watering when you consider ‘ 3 % of all working days are lost in manufacturing through machine downtime , which costs UK business £ 180 billion each year . *’ There is an impression that many are sleepwalking into potential danger , not wholly aware of the risks . A resilience strategy helps to save time , stress and strain . UK manufacturers must embrace the concept and make it their own personal responsibility to prepare for the energy challenges of today and tomorrow .”
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Issue 49 PECM 7