Implementation of Energy Management practices

in line with ISO:50001-2018 in

Company THÀNH THÀNH CÔNG BIÊN HÒA
JOINT STOCK COMPANY

Project Name:
Accelerating energy efficiency in larger industries through energy management systems, system
optimization and the promotion and adoption of energy efficiency in small and medium-sized
enterprises
(PROJECT NO. 190311)

Authors:

- Mr. Trần Minh Thiện

- Mr. Võ Minh Quân
- Mr. Phạm Thanh Hưng
- Mr. Lâm Nhựt An
- Mr. Phạm Tuấn Kiệt
- Mr. Nguyễn Quốc Hưng

1
 Submission Date: 31-March-2025

2
Contents

Introduction.................................................................................................................................................3
1. About the Company............................................................................................................................3
2. Energy Management Baseline............................................................................................................3
3. Energy Management Current Status...................................................................................................4
4. Energy Consumption...........................................................................................................................5
5. Significant Energy Users......................................................................................................................6
6. Energy Performance...........................................................................................................................6
7. Lessons Learned..................................................................................................................................6
8. Energy efficiency measures, projects and energy/costs savings.........................................................7
9. Other benefits gained from EnMS implementation............................................................................8
10. Resources invested in EnMS implementation................................................................................8
11. Improvements Delivered................................................................................................................8

3
 Introduction
The training program for Energy Management System experts according to the ISO 50001 standard is an
activity within the framework of the project "Promoting energy-saving activities in large industrial
enterprises through energy management systems and optimizing systems and energy-saving practices in
small and medium enterprises (SMEs) in Vietnam" (IEEP).

At Thành Thành Công Biên Hòa Joint Stock Company – TTCS Factory, the main objectives of the project
include:

 Enhancing the capacity of the management and operational teams through training energy
management experts.
 Building and implementing EnMS, improving energy efficiency in line with TTCs' production
activities.

During the implementation process, the team has:

 Collected and analyzed energy data at TTCs, particularly for major SEUs (Significant Energy
Users).
 Established energy baselines (EnB) and energy performance indicators (EnPI) for significant
energy-using equipment (SEUs) such as the 210-ton/h boiler and power turbine.
 Supported internal assessments and preparations for ISO 50001 certification.

1. About the Company

Company Name THÀNH THÀNH CÔNG BIÊN HÒA JOINT STOCK COMPANY

Address Tan Hung Commune, Tan Chau District, Tay Ninh Province
Year Established 1995
 Production of refined sugar (RE, RS), liquid sugar, molasses,
Industry syrup, bottled drinking water.
 Electricity Trading
Number of Employees 472 people
8.000 tons of sugarcane/day, increased to 9,800 tons of
Design Capacity:
sugarcane/day
Actual Production (2022) 950 tons of finished products/day
Area Used: 320.000 m2

4
  Bagasse for boiler: 300,552 tons
 Ground wood: 8,862 tons
Total Energy Consumption (2022):
 Electricity used from generators: 40,166 MWh
 Electricity purchased from the grid: 430 MWh
ISO 14001 : 2015
Certifications Achieved:
ISO 45001 : 2018

2. Energy Management Baseline

Table 1 Baseline Energy Management Practices (Prior to Project)

Baseline
Energy management practice Comment
Scoring
Leadership has made a strong
commitment to reducing energy
Top management are committed to energy cost
4 costs, but enhanced monitoring is
reduction
needed to ensure thorough
implementation.
Top management have identified the risks and Risks and opportunities have been
opportunities associated with the EnMS including the fully identified, with thorough
5
opportunities surrounding no cost and low-cost analysis of low-cost improvement
opportunities opportunities.
An energy policy exists but has not
been fully developed or officially
The company had an approved energy policy in place 1
approved. It needs to be updated
and formally adopted.
Roles and responsibilities have
The company had identified and documented roles,
been clearly defined and
responsibility and authority for all persons having an 5
documented for all departments
influence on significant energy uses
affecting energy.
Some significant energy users have
The company had quantified and documented its
2 been identified, but updates and
significant energy uses
additions are needed.
The company has an overview of
The company had clear understanding of its drivers for
the influencing factors, but a more
energy consumption (process, systems, equipment, 4
detailed analysis of each factor is
personnel)
required.
A baseline has been established,
The company had defined a baseline of energy
but measurements and
performance against which progress could be 3
reassessments need to be carried
measured and the baselines are normalised
out to standardize results.
Energy performance indicators
The company had energy performance indicator(s) or (EnPIs) are available, but more
4
metrics to measure progress against the baseline frequent monitoring is required to
ensure progress.
The company has documented time-bounded energy 4 Energy objectives and targets have

5
 been set, but specific timelines for
objectives and targets to achieve implementation need to be
ensured.
The company has developed and
The company has energy action plans 5 implemented a comprehensive and
clear energy action plan.
The company has organized
The company holds annual energy efficiency training
4 training, but the frequency and
for staff
scope need to be expanded.
Operating parameters have been
The company has documented critical operating
5 defined and documented for
parameters for its significant energy uses
significant energy users.
A maintenance plan has been
The company has a maintenance plan 5 developed and is regularly
implemented.
Energy-saving design procedures
The company has an energy efficient design process in exist but need to be improved to
3
place align with current energy-saving
goals.
The company uses Life Cycle Cost analysis for energy The application of life cycle cost
3
related procurement and investment decisions analysis is limited and inconsistent.
The company carries out ongoing monitoring and Energy performance measurements
periodic measurements and analysis of its energy and monitoring are in place but
3
performance and related key drivers and operating have not been carried out
factors/parameters continuously and comprehensively.
Periodic inspections are conducted,
Routine checks are carried out to ensure the
3 but the frequency and scope of
management system is effective
inspections need to be increased.
Meetings have discussed energy
Company energy performance was regularly discussed
performance results, but they need
and reviewed (at least once a year) during top 4
to be more in-depth and consistent
management/board meetings
in leadership meetings.
Non-conformities have been
The company identifies and documents non recorded, but a more timely and
4
conformances in energy performance systematic reporting and handling
process is needed.
Energy performance
The improvement in performance is quantified for the improvements have been clearly
5
previous year quantified and supported with
data.

3. Energy Management Current Status

Include a description of the current energy activities of the company, what activities are in place, what
energy efficiency measures were completed, what energy efficiency measures are planned.

Complete the following matrix

6
 Table 2 Current Energy Management Practices

Baselin Curren
Category Energy management practice e t Comment
Scoring Scoring
According to Regulation 50 of
Top management are committed to
Commitment 4 4 the Ministry of Industry and
energy cost reduction
Trade,
 Since 2013, the company
has implemented many
energy-saving solutions.
Top management have identified the
 The company continues to
risks and opportunities associated with
Needs and hire Indian experts to
the EnMS including the opportunities 5 5
Expectations consult on energy-saving
surrounding no cost and low cost
solutions.
opportunities
 It is expected that 26-27
companies will apply for
ISO 50001 certification.
Although the policy has not
been issued, the company has
The company had an approved energy implemented a strategy to
Policy 1 3
policy in place reduce emissions to achieve
NET ZERO by 2035.

The company issues the

The company had identified and responsibilities and authority
Roles and
documented roles, responsibility and of equipment managers and
Responsibilitie 5 5
authority for all persons having an operators through work
s
influence on significant energy uses instructions and equipment
operation manuals.
The company sets targets for
electricity consumption per
ton of product, Bagasse
The company had quantified and
SEU's 2 2 consumption/MWh, DO oil
documented its significant energy uses
consumption/MWh, but does
not specify significant energy-
consuming units.
The company had clear understanding It also develops action plans
of its drivers for energy consumption to reduce energy consumption
Drivers 4 4
(process, systems, equipment, and emissions on an annual
personnel) basis.
Establishing the baseline as a
The company had defined a baseline of
straight line:
energy performance against which
Baselines 3 3  Steam/ton of sugarcane
progress could be measured and the
 Electricity/ton of
baselines are normalised
sugarcane
The company had energy performance
EnPI's indicator(s) or metrics to measure 4 4 Daily data updates
progress against the baseline
Objectives and The company has documented time- 4 4  Electricity consumption /

7
 ton of sugarcane
 Electricity consumption /
ton of finished sugar
bounded energy objectives and targets  Bagasse consumption /
Targets
to achieve MWh
 Steam consumption / ton
of finished sugar

Ongoing and upcoming

projects:
 Reduce steam
Action Plans The company has energy action plans 5 5 consumption/ton of
finished sugar
 Reduce bagasse
consumption/MWh
 Organize annual training
on safe and efficient
equipment operation
The company holds annual energy
Training 4 4 guidelines.
efficiency training for staff
 Organize skill assessment
exams for employees in
2024-2025.
The company has documented critical Provide operating guidelines
Operations operating parameters for its significant 5 5 for large-capacity equipment.
energy uses
 Annual maintenance plan
after production stops.
Maintenance The company has a maintenance plan 5 5
 Periodic maintenance plan
during production.
No procedure has been issued
yet, but energy-saving targets
The company has an energy efficient have been integrated into the
Design 3 3
design process in place design work, such as using
high-efficiency motor
equipment.
No procurement procedure
The company uses Life Cycle Cost
has been issued, but energy-
Procurement analysis for energy related 3 3
related projects are analyzed
procurement and investment decisions
in terms of their life cycle.
The company carries out ongoing
monitoring and periodic
Monitoring Monitoring and measurement
measurements and analysis of its
and 5 5 of energy performance are
energy performance and related key
Measurement carried out.
drivers and operating
factors/parameters
Internal Audit Routine checks are carried out to 4 4 Cross-checks are performed.
ensure the management system is Department heads from other
effective units visit to inspect and
evaluate the performance
results and the operational

8
 status of the equipment
managed by those
departments (department
heads' mobile reports).
 Energy performance
results are regularly
reviewed in production
meetings (every 3 weeks).
 Mid-year evaluation in the
Company energy performance was
INTERIM REPORT, and
Management regularly discussed and reviewed (at
4 4 annual evaluation in the
Review least once a year) during top
FINAL REPORT at the end
management/board meetings
of the production season.
 Establish electricity usage
cost standards during
production downtime for
maintenance.
 Non-conformities in
energy performance are
recorded weekly and by
The company identifies and documents
Non production season, based
non conformances in energy 4 4
Conformance on the season-end
performance
summary report.
 Action plans are proposed
during meetings.
Reports on the investment
The improvement in performance is
Improvement 5 5 efficiency of projects and new
quantified for the previous year
investment items.

4. Energy Consumption
Outline the energy sources and historical energy consumption of the factory. Include any graphs or
trends to explain the current and historical energy consumption of the facility.

Energy consumption sources of the factory:

 Fuel for boilers; bagasse, biomass.

 Electricity consumption for production.

 Steam consumption for the evaporation process of sugarcane juice, sugar cooking.

 DO oil consumption for vehicles, supporting production.

9
 Table 3: Energy consumption and production output

Year Electricity [kWh] Bagasse Biomass Steam Granulated Sugar Liquid Sugar Production
(tons) (unit) (unit) Production (tons) (tons)

2023 44,574 325,930 4,622 650,444 196,494 2,760

2024 55,293 379,124 22,752 797,089 227,987 13,453

5. Significant Energy Users

Please include a breakdown of the SEU’s in the company. This can be a pie chart from the UNIDO tools
or a table

No Name of SEU Main Is the SEU measured? MWh/year Who influences

Drivers/Agents Automatic/Manual (2023) energy usage?

1 Boiler Production Automatic 531,061 Facility operation

2 Turbine Production Automatic 485,659 Production

monitoring

6. Energy Performance
Energy performance results of the factory

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 Daily Energy
4000
Energy Consumption (MWh)
3500
3000
2500
2000
1500
1000
500
0
22 22 22 22 22 22 22 23 23 23 23 23 23 23 23 23 23 23 23 23 23
/ 20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20
5 1 7 3 9 5 1 6 2 8 4 0 5 1 7 3 1 7 3 9 5
/2 2/ 2/ /1 /1 /2 /3 1/ 1/1 1/1 1/2 1/3 2/ 2/1 2/1 2/2 3/ 3/ 3/1 3/1 3/2
11 1 1 12 12 12 12
Date

Figure 1: Daily Energy

Daily and Seasonal Energy Consumption

4000 450000
3500 400000

3000 350000
300000
2500
250000
2000
200000
1500
150000
1000 100000
500 50000
0 0
1 14 27 40 53 66 79 92 105 118 131 144 157 170 183 196 209 222 235 248

Energy Consumption Seasonal

(MWh) (MWh)

Figure 2: Daily and Seasonal Energy Consumption

11
 Specific Energy Consumption
40
35
30
25
20
15
10
5
0
1 12 23 34 45 56 67 78 89 100111122133144155166177188199210221232243254

MWh/T Target
(MWh/T)

Figure 3: Specific Energy Consumption

Energy V Production
4000

3500 f(x) = 2.77741951521012 x + 622.623555031449

R² = 0.816532164842146
3000

2500

2000

1500

1000

500

0
0 200 400 600 800 1000 1200

Figure 4: Energy V Production

12
 Energy V Prod CUSUM (MWh)
60000

50000

40000

30000

20000

10000

0
1 13 25 37 49 61 73 85 97 109 121 133

Figure 5: Energy V Prod CUSUM (MWh)

Energy Intensity Indicator

120.00%

100.00%

80.00%

60.00%

40.00%

20.00%

0.00%
1 8 15 22 29 36 43 50 57 64 71 78 85 92 99 106 113 120 127 134
-20.00%

Energy performance results of SEU

Boiler:

13
 Daily Energy
6000
Energy Consumption (MWh) 5000
4000
3000
2000
1000
0
22 22 22 22 22 22 22 23 23 23 23 23 23 23 23 23 23 23 23 23 23
/ 20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20
5 1 7 3 9 5 1 6 2 8 4 0 5 1 7 3 1 7 3 9 5
/2 2/ 2/ /1 /1 /2 /3 1/ 1/1 1/1 1/2 1/3 2/ 2/1 2/1 2/2 3/ 3/ 3/1 3/1 3/2
11 1 1 12 12 12 12
Date

Figure 6: Daily Energy

Daily and Seasonal Energy Consumption

6000 700000

5000 600000

500000
4000
400000
3000
300000
2000
200000
1000 100000

0 0
1 14 27 40 53 66 79 92 105 118 131 144 157 170 183 196 209 222 235 248

Energy Consumption Seasonal

(MWh) (MWh)

Figure 7: Daily and Seasonal Energy Consumption

14
 Specific Energy Consumption
3

2.5

1.5

0.5

0
1 12 23 34 45 56 67 78 89 100111122133144155166177188199210221232243254

MWh/T Target
(MWh/T)

Figure 8: Specific Energy Consumption

Energy V Production
6000

5000

f(x) = 0.586693736120646 x + 1762.18640104603

4000 R² = 0.692957795500968

3000

2000

1000

0
1500 2000 2500 3000 3500 4000 4500 5000

Figure 9: Energy V Production

15
 Energy V Prod CUSUM (MWh)
14000

12000

10000

8000

6000

4000

2000

0
1 13 25 37 49 61 73 85 97 109 121 133
-2000

Figure 10: Energy V Prod CUSUM (MWh)

Energy Intensity Indicator

30.00%

20.00%

10.00%

0.00%
1 7 13 19 25 31 37 43 49 55 61 67 73 79 85 91 97 103109115121127133

-10.00%

-20.00%

-30.00%

Turbine:

16
 Daily Steam
6000
Energy Consumption (MWh) 5000
4000
3000
2000
1000
0
22 22 22 22 22 22 22 23 23 23 23 23 23 23 23 23 23 23 23 23 23
/ 20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20
5 1 7 3 9 5 1 6 2 8 4 0 5 1 7 3 1 7 3 9 5
/2 2/ 2/ /1 /1 /2 /3 1/ 1/1 1/1 1/2 1/3 2/ 2/1 2/1 2/2 3/ 3/ 3/1 3/1 3/2
11 1 1 12 12 12 12
Date

Figure 11: Daily Steam

Daily and Seasonal Steam Consumption

6000 700000

5000 600000

500000
4000
400000
3000
300000
2000
200000
1000 100000

0 0
1 14 27 40 53 66 79 92 105 118 131 144 157 170 183 196 209 222 235 248

Steam Consumption Seasonal

(Tonne of steam) (MWh)

Figure 12: Daily and Seasonal Steam Consumption

17
 Specific Steam Consumption
25

20

15

10

0
1 12 23 34 45 56 67 78 89 100111122133144155166177188199210221232243254

Tonne of steam/MWh Target

(MWh/T)

Figure 13: Specific Steam Consumption

Steam V Power Generation

6000

5000
f(x) = 5.52997366433255 x + 916.190511980893
4000 R² = 0.7336587924785

3000

2000

1000

0
0 100 200 300 400 500 600 700 800

Figure 14: Steam V Power Generation

18
 Steam V Power Generation CUSUM (MWh)
6000

4000

2000

0
1 12 23 34 45 56 67 78 89 100111122133

-2000

-4000

-6000

Figure 15: Steam V Power Generation CUSUM (MWh)

Energy Intensity Indicator

100.00%

80.00%

60.00%

40.00%

20.00%

0.00%
1 8 15 22 29 36 43 50 57 64 71 78 85 92 99 106 113 120 127 134
-20.00%

-40.00%

7. Lessons Learned
Achievements at the unit:

 Commitment from leadership is a key factor: The leadership is committed to supporting and
promoting energy management, directly participating in energy evaluation and management.
This commitment is a key factor driving the development of the ISO 50001 energy management
system.

19
 Energy goals and action plans: TTCs has specific energy targets and action plans for energy
savings. The company conducts annual energy planning through energy audit reports, KPI
handover records, and AOP implementation plans.

 Energy efficiency approach: The company applies an energy efficiency-based approach to

optimize SEUs (Significant Energy Users). SEUs are prioritized in energy-saving technology
investments, and new technology initiatives to save energy are implemented in the production
process.

 Energy consumption monitoring: Production processes are evaluated for energy consumption
in real time, and equipment efficiency is regularly analyzed. Factors influencing energy
consumption have been identified. Energy consumption for SEUs is monitored seasonally, and
major energy forms (electricity and steam) are used. The company applies cyclical energy
management methods, considering external factors such as energy prices, and links energy-
saving targets with long-term business goals, including energy management strategies through
2030. Risk factors and equipment lifecycles are analyzed, energy use during peak hours is
controlled, and legal energy requirements are tracked and integrated into the energy
management system. Environmental protection measures are implemented, and energy
performance standards are adhered to.

 Resources for energy-saving measures: The company has sufficient resources to implement
energy-saving measures and works with external experts or partners to improve energy
efficiency.

 Energy management training: Energy management teams are fully trained in ISO 50001
processes and requirements. The company implements energy training programs for
employees.

 Energy-saving initiative policy: The company has a policy encouraging energy-saving initiatives
from employees. Energy-saving results are recognized and shared with all employees.

 Documentation system: The company has a complete document storage system for energy
reports, which is easily accessible.

 Maintenance and optimization: The company performs maintenance and equipment servicing
to optimize energy efficiency. Operational procedures for equipment are optimized to save
energy.

 Energy consumption data: The company has complete data on energy consumption for each
SEU and utilizes energy data analysis tools to identify energy-saving opportunities. There is a
comprehensive energy monitoring, reporting, and energy efficiency measurement system. The
energy consumption measurement system is regularly tested and calibrated, and energy data is
collected accurately and timely. Energy performance indicators are reported regularly, and

20
 periodic energy audits are conducted. Measurement results are compared with energy-saving
targets, and compliance with energy-related legal requirements is monitored regularly. Energy
audits are conducted throughout the production cycle, and energy performance indicators are
recorded and stored accurately.

 Energy management meetings: The company holds regular meetings to evaluate energy
management performance.

 Energy efficiency improvement opportunities: The company regularly evaluates energy

efficiency improvement opportunities, with energy-saving projects implemented in previous
years and monitored for effectiveness. Continuous energy improvement plans are on schedule,
and energy management processes and methods are updated regularly.

Barriers, non-compliances, and solutions:

1. Unidentified primary energy sources:

o Barrier: Not identifying the primary energy source complicates energy monitoring and
optimization efforts. This makes it difficult to set accurate energy-saving targets.

o Solution: Conduct a comprehensive assessment of energy sources used in production.

Relevant departments will measure and analyze the energy consumption of each energy
source (electricity, gas, thermal, etc.) to identify the primary energy source and evaluate
its importance in the company’s energy consumption.

2. Unclear designation of energy management responsibilities:

o Barrier: Without clear responsibility for energy management, there can be a lack of
control and commitment to implementing energy-saving measures, which impacts the
overall effectiveness of the energy management system.

o Solution: Appoint a person or a team responsible for energy management, including

setting targets, monitoring, and reporting results. The appointed person/team should be
trained and equipped with the necessary tools to perform the task. Clear reporting and
performance evaluation requirements should be in place to ensure energy targets are
met.

3. Lack of seasonal energy consumption checks for SEUs:

o Barrier: Seasonal fluctuations in energy consumption can lead to inaccurate energy data
for significant energy users (SEUs), making it difficult to forecast and optimize energy
use.

21
 o Solution: Perform seasonal energy consumption checks for each SEU. Use real-time
energy monitoring equipment to track fluctuations and adjust energy usage plans to suit
each season. Forecast and optimize energy use accordingly.

4. Lack of written analysis of energy management risks and opportunities:

o Barrier: The absence of written documentation on energy management risks and

opportunities can lead to a lack of strategy and preventive measures, which reduces
energy management effectiveness.

o Solution: Prepare a risk and opportunity analysis report for energy usage. Departments
involved (technical, production, and finance) should collaborate on this. This report will
help identify potential risks (such as supply interruptions, energy price volatility) and
opportunities to improve energy efficiency (like adopting energy-saving technologies or
changing production processes).

5. Lack of energy forecasting methods:

o Barrier: Without forecasting tools, it is challenging to plan energy use effectively, which
could lead to energy shortages during peak demand or waste during off-peak periods.

o Solution: Apply energy forecasting tools and software, utilizing historical energy
consumption data along with factors like weather conditions, production changes, and
consumption trends to provide more accurate energy forecasts. This enables better
planning for energy use, reduces waste, and optimizes energy procurement.

6. Lack of energy consumption trend analysis:

o Barrier: Not analyzing energy consumption trends could result in missed opportunities
to detect energy waste, abnormal usage, or potential energy-saving opportunities.

o Solution: Implement data analysis tools (e.g., energy analysis software or Business
Intelligence tools) to monitor and analyze energy consumption trends. This will help
identify anomalies, inefficiencies, and opportunities for energy savings. Regularly review
the energy consumption data to make timely adjustments to energy usage strategies
and improve energy efficiency.

7. Energy management system not integrated into existing company processes:

o Barrier: The challenge of allocating resources for ISO 50001 implementation without
disrupting other management processes.

o Solution: Conduct a comprehensive evaluation of current processes (production,

maintenance, procurement, etc.) to identify areas where energy management practices

22
 can be integrated. Ensure energy considerations are embedded into production
planning, equipment maintenance, procurement, and employee training. Prioritize
energy-efficient equipment and processes in production and investment decisions.
Incorporate energy efficiency into procurement processes by selecting energy-efficient
machinery and systems.

By overcoming these barriers, the company can improve its energy management and enhance overall
energy efficiency

23
 8. Energy efficiency measures, projects and energy/costs savings

Table 4: Measures, projects and other actions implemented as result and part of the EnMS implementation.

Estimated/Actual Savings Total

Description of Capita Paybac
Statu Financial Cost Imple
ID measure/proje Electricit Coal Fuel l Cost k
s (x1000 (x1000 m Year
ct/action y (kWh) (ton) type (VND) (years)
VNsD) VND)

Investment
11,234
Project for
Instal tons of 7,863,86 2024-
1 Flash Steam 4,354,885 0.5
led bagass 0 2025
Condensation
e
System

Et
c.

Table 5: Project Plan 2025-2030 (Measures, projects and other actions identified as part of the EnMS)

Target Improvement
Implementation Resources
ID Activities Completion Date verification
duration Required
method

Invest in a new 27 months Bagasse

boiler to operate consumption/MW
1 April-2028
during the sugar h
refining period.

Install a variable 12 months Electricity

frequency drive consumption
2 November-2027
(VFD) for the boiler
fan.

Et
c.

24
9. Other benefits gained from EnMS implementation
Benefits of cost savings and improved production efficiency:

 Energy cost savings: Implementing the Energy Management System (EnMS) helps the company
identify weak points in energy usage, optimize production processes, and reduce energy waste.
This results in significant financial benefits, especially in the context of rising energy prices.

 Improved energy efficiency: Through regular monitoring and analysis of significant energy users
(SEUs), the company can identify inefficient equipment or processes and replace or improve
them to reduce energy consumption without affecting production productivity.

- Environmental benefits:

 Reduction in greenhouse gas (GHG) emissions: When the company reduces energy
consumption, it directly leads to a reduction in GHG emissions, helping the company contribute
to environmental protection and reduce the impacts of climate change. This is a long-term
benefit and meaningful in the company’s sustainable development strategy.

 Improved corporate social responsibility (CSR) reputation: Implementing the EnMS and energy-
saving initiatives helps the company demonstrate its commitment to environmental protection.
This can enhance the company’s image with customers, partners, and stakeholders, while also
improving its brand value.

- Management and operational benefits:

 Improved management processes: Establishing clear systems and processes in energy

management helps the company improve organization and transparency in management. The
company can also easily track and adjust energy management measures, leading to more
effective overall management.

 Improved labor productivity: Energy-saving initiatives sometimes lead to process improvements

and increased labor productivity. By reducing unnecessary machine downtime or improving
production processes, employees can work more efficiently, increasing productivity without
significant additional resource investment.

- Non-energy benefits:

 Enhanced employee morale and engagement: Energy management programs not only affect
machinery and processes but also encourage employee participation in energy-saving goals.
Employees feel they are an important part of the company’s sustainability strategy, which
boosts morale and team engagement.

25
  Improved competitiveness: TTC Sugar Company can leverage energy management benefits to
enhance its competitiveness in the market. Energy savings can help reduce product costs,
creating a price advantage over competitors in the industry. Additionally, a commitment to
energy management can attract customers and partners who prioritize environmentally
responsible businesses.

 Compliance with legal requirements and international standards: Implementing the EnMS
helps the company easily comply with regulations and international standards related to energy
management, such as ISO 50001. Achieving these certifications not only acknowledges the
company's commitment to environmental protection but also helps maintain legal compliance
and enhance industry reputation.

- Innovation and sustainable development benefits:

 Encouraging innovation and technological advancement: The process of improving the energy
management system sometimes encourages the company to invest in new and creative
technologies. Adopting energy-saving technologies or improving production processes can help
the company maintain innovation and long-term development.

 Building a foundation for a sustainable development strategy: Implementing the EnMS is an

important step in the company’s sustainable development strategy. Not only does it bring
economic benefits, but reducing energy consumption and protecting the environment will help
the company build a strong foundation for the future, ensuring that the company’s operations
do not deplete natural resources and minimize negative environmental impacts.

10. Resources invested in EnMS implementation

Please outline the resources that you have used in the implementation of the EnMs including financial
and human resources

Table 6 Resources invested for/in EnMS implementation

Resource Quantity

Enterprise staff time 8 months (01/2025 - 08/2025)

UNIDO national expert time 2 days on-site already, 2 days planned

Funds spent in 2023-2024 Negligible

Funds planned to spent in 2025-2030 350,000,000

Other

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11. Improvements Delivered
Table 7 Improvements made in 2024

Energy Units Quantity (kWh) Cost Savings Percentage T CO2

Source (VND) of site total

Electricity

Coal

Fuel 6.236.936 2.750.160.000

Other

Note: Improvement solution “Increasing the temperature of the evaporator feed water”: Saves 3,075
tons of bagasse.

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