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FINAL REPORT

SAVE PROJECT

FINANCED BY CO-FINANCED AND IMPLEMENTED BY IN COOPERATION WITH

SAVE Final Report

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TABLE OF CONTENTS

SECTION ONE - EXECUTIVE SUMMARY ..................................................................................... 3

SECTION TWO - PROJECT IMPLEMENTATION PARTNERS ................................................. 4

SECTION THREE - PROJECT IMPLEMENTATION .................................................................... 5

3.1. Project Milestones ................................................................................................................ 6

3.2. Methodology ........................................................................................................................ 8

SECTION FOUR - ACHIEVEMENTS ............................................................................................... 9

4.1. Project Highlights ................................................................................................................ 9

4.2. Project Overall Achievement ............................................................................................. 10

4.3. Data Collection Methodologies .......................................................................................... 11

4.4. Energy Savings Summary .................................................................................................. 13

4.5. Water Savings Summary .................................................................................................... 15

4.6. Waste Reduction Summary ................................................................................................ 18

SECTION FIVE - COUNTRY BY COUNTRY FACTORIES ........................................................ 21

5.1. China .................................................................................................................................. 21

5.2. Cambodia ........................................................................................................................... 59

5.3. Bangladesh ......................................................................................................................... 71

5.4. Indonesia ............................................................................................................................ 81

SECTION SIX – LIST OF ALL MEASURES IMPLEMENTED .................................................. 86

COMPANY INDEX ........................................................................................................................... 108

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SECTION ONE

EXECUTIVE SUMMARY

The SAVE Project is a capacity building project with the primary objective to create more

environmentally-friendly production sites across the footwear, apparel, and accessory supply chain in

Asian countries. The project name, SAVE, is an acronym for Sustainable Action and Vision for a better

Environment, which demonstrates the intention to create sustainable action and not only changes

limited to the project duration of 3 years. The major outcome of the project, which is a more resource

efficient production, will continue to be sustained after the project ends.

SAVE is Public Private Partnership (PPP) project co-financed by DEG (KFW), a German developmental

organization, and PUMA, one of the world's leading Sports Brands. The project was overseen by PUMA

and H&M and implemented at 35 suppliers in cooperation with ASSIST, a leading NGO based in Asia. The

duration of the project was a period of 3 years, beginning in the first quarter of 2013 and lasting until

the first quarter of 2016. Focusing on production sites in Bangladesh, Cambodia, China, and Indonesia,

the project covered three primary environmental target areas: a) water efficiency b) waste reduction, c)

energy efficiency ultimately resulting also in a reduction of greenhouse gas emissions.

The project results can be summarized through the following indicators: a) Total savings of US$ 4 million

identified in the first year with an average payback period of 2.5 years. b) 62,000 MWh per annum of

energy saved, equivalent to 44,500 tons per annum of CO2 emissions, c) nearly 633,000 m³ per annum of

water saved, and d) approximately 660 tons per annum of waste reduced.

Based on the implementation experience of this project, most of the factories were interested in

implementing energy saving measures because these could lead to direct financial benefits and also

address the environmental impacts by reducing CO2 emissions. The majority of factories focused first on

short term measures that could be realized without larger capital investment. The table below

summarizes the measures that were most commonly implemented:

Table 1 - Top 5 implemented measures in terms of number of factories

Measure No. of factories

ENERGY - Detecting and repairing compressed air leakage 24

ENERGY - Replacing T8 lights with T5/ LED lights 18

ENERGY - Improving maintenance on motors 17

ENERGY - Upgrading to servo motor on sewing machines 12

WATER - Upgrading from traditional faucets to low flow faucets 17

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Throughout the project, a number of interesting case studies could be identified, where some of the

measures resulted in significant resource savings, particularly in the energy domain, as shown in table 2:

Table 2- Top 5 opportunities in terms of resource savings

Measures Approximate

Annual Energy Saving (kWh)

Factory name (Country)

ENERGY – Repairing & replacement of steam traps in steam distribution system

6,000,000 Viyellatex (Bangladesh)

ENERGY – Improving the efficiency of the furnace 2,750,000 Karnaphuli (Bangladesh)

ENERGY – Implementation of an energy management system

1,800,000 Huachang (China)

ENERGY – Installing a photovoltaic power generation system

1,250,000 Huachang (China)

ENERGY – Upgrading sewing machines to servo motors 600,000 JIT (Cambodia)

The project approach, deliverables, achievements and case studies from 35 participating factories are

described in detail in the following sections.

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SECTION TWO

PROJECT IMPLEMENTATION PARTNERS

DEG, a member of KfW Bankengruppe (KfW banking Group), finances

investments of private companies in developing and transition

countries. As one of Europe's largest development finance institutions,

it promotes private business structures to contribute to sustainable

economic growth and improved living conditions.

PUMA is one of the world’s leading Sports Brands, designing,

developing, selling and marketing footwear, apparel and accessories.

For over 65 years, PUMA has established a history of making fast

product designs for the fastest athletes on the planet. PUMA offers

performance and sportstyle products in categories such as Football,

Running, Training and Fitness, Golf, and Motorsports. It engages in

exciting collaborations with renowned design brands such as Alexander

McQueen and Mihara Yasuhiro to bring innovative and fast designs to

the sports world. The PUMA Group owns the brands PUMA, Cobra Golf

and Dobotex. The company distributes its products in more than 120

countries, employs more than 11,000 people worldwide, and is

headquartered in Herzogenaurach/Germany. For more information,

please visit http://www.puma.com

H&M is a global fashion brand offering collections that are wide-ranging

and varied for women, men, teenagers, and children. H&M’s business

concept is fashion and quality at the best price in a sustainable way.

H&M does not own factories but instead buys products from

independent suppliers that are close long-term partners of H&M. It

works to bring about long-term improvement for people and the

environment – in the supply chain, the garment lifecycle, and the

communities in which it is active. For more information, please visit

http://about.hm.com/en/About/sustainability.html

http://www.puma.com/

http://about.hm.com/en/About/sustainability.html

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ASSIST is a non-stock, non-profit international capacity building

organization with its headquarters in the Philippines. It aims to achieve

and witness meaningful change to and for our planet and the people

living on it. Since 2003, ASSIST has implemented over 50 projects funded

by multilateral donors such as the European Union, USAID, UNEP,

UNIDO, DEG, GIZ, etc. For more information, please visit

http://assistasia.org/

http://assistasia.org/

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SECTION THREE

PROJECT IMPLEMENTATION

3.1. Project Milestones

#1 Project Launch (Q2, Q3 2013)

An official project launch was held in each targeted country for all the suppliers’ top management. This

stakeholders' buy-in session was to share the project activities and understand the expectations of both

the project and the suppliers and by other stakeholders.

#2 Sustainability Guidelines (Q4 2013)

With the help of four international subject-matter experts, the four global sustainability guidelines –

focussing on the areas of resource efficiency, GHG reduction, waste and water management, and

renewable energy – were developed and used as a reference document throughout the project. The

guidelines were localized for each country as necessary.

#3 Training (Q3, Q4 2013)

Based on the Sustainability Guidelines, training was organized to educate the suppliers’ sustainability

team on how to conserve resources and enhance their environmental performance. The training had a

duration of 10 days and was attended by the suppliers’ sustainability team members and the

consultants from the SAVE project team. In addition, the local industry associations, institutions, etc.

also attended to ensure that the multiplier effect of knowledge transfer was achieved.

#4 On-site Assessments (Q4 2013, Q1 2014)

Local technical consultants conducted on-site assessments to understand and create a baseline for each

supplier’s existing practices, with respect to resource conservation and environmental performance. The

consultants then analyzed the data and information collected during the visits and benchmarked this

data against international and local standards and requirements. Via the on-site assessments, the

consultants provided a detailed analysis of all changes that could be made in order to improve the

environmental performance of the supplier. Each supplier issued a detailed report with these findings,

along with a description of the improvements, estimated cost, and typical payback time.

#5 Road Map (Q2 2014)

From the on-site assessment reports, the suppliers created a roadmap, based on the recommendations

available to the supplier, in order to reach the 25% reduction target set out in the PUMA sustainability

scorecard.

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#6 Management System (Q3 2014)

A sample framework of the process and procedure was distributed to suppliers so as to help them

develop their own internal management system. This documentation enabled suppliers to control the

project operation and ensured its success by the end of the project.

#7 Twelve Months Technical Assistance (Q3 2014 – Q3 2015)

Local technical consultants visited the suppliers on a monthly basis to implement recommendations

issued to them through the on-site assessments and feasibility studies. The consultants worked closely

with the suppliers’ project teams and ensured knowledge transfer took place through regular meetings

and implementation reviews. The consultants provided technical implementation advice, along with

recommendations for potential third party installers. Regional conferences were also arranged to

facilitate the exchange of relevant information and best practices. The purpose of this phase was to act

upon all short-to-medium-term recommendations.

#8 Final Progress Check (Q3 2015)

An individual progress check was organized every three months during implementation and at the end

of the technical assistance phase for suppliers to monitor progress and see if the necessary reduction

targets had been achieved.

#9 Corrective Actions (Q4 2015)

After the final progress check, the local technical consultants issued reports including corrective actions

resulting from any non-conformances within the road map.

#10 Best Practices Forum (Q4 2015)

A forum with all stakeholders was organized to share and exchange best practices and ideas on

measures implemented. This gave an insight into what had been achieved throughout the project and

what could be possible for the future.

#11 Case Study book (Q4 2015)

A collection of documented studies, including the most significant implemented opportunities and

project achievements, was collated from the suppliers. The main purpose of this book is to share the

savings achieved by the various factories. It also showcases the project’s achievements and will help

convince other suppliers to develop resource conservation in the future.

#12 E-learning system (Q1 2016)

Computer-Based Training is software that contains high-level information from the Sustainability

Guidelines. It also includes highlighted case studies, videos, and interactive maps, all demonstrating

practical solutions that can be implemented in factories.

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3.2. Methodology

FIGURE 1 - PROJECT METHODOLOGY - 5D

1. Discover: During this stage of the project, the consultants paid visits to the factories and conducted

onsite assessments to understand the current consumption of energy and water and the amount of

waste generated. During this phase, the consultants also identified potential opportunities for

improvement. The onsite assessment reports were the final deliverables of this phase. During this

phase, the factory staff also received needed awareness and technical training.

2. Define: During this stage, a management meeting was held for the factory management and

technical team to discuss the onsite assessment report. The consultants and the factory then

discussed the draft document of the action plan.

3. Document: Based on the onsite assessment report, the factories needed to produce an action plan

for implementation. The factories needed to analyze the recommended opportunities, based on the

2 main criteria of “environmental benefit” and “economic benefit,” and prioritize the opportunities

for implementation. The action plan was reviewed by the consultant and signed off between the

factory and PUMA.

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4. Deploy: All the opportunities identified in the action plan were implemented during the deployment

phase. The consultant paid monthly visits to the factories and provided guidance on how to

implement the action plan.

5. Determine: Implementation reviews were carried out by the consultants to check if the factories

were able to implement the action plan. Then, based on their research, a request for a new

corrective action plan from each factory was made.

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SECTION FOUR

ACHIEVEMENTS

4.1. Project Highlights

FIGURE 2 - PROJECT HIGHLIGHTS

The image above illustrates the project key milestone and significant achievements made in each

milestone of the project. The first milestone of the project was to provide awareness and training to the

management and sustainability team in each factory. The management of each factory were invited for

the project buy-in session which provided basic needed awareness to the company management about

the business aspects of resource efficiency. About 500 participants from the 4 countries were trained

on different courses such as Energy, Water & Waste, and Resource Efficiency and Cleaner Production

(RECP). Based on initial pilot onsite assessments and international research references, the international

experts and the local consultant team developed 4 volumes of the Sustainability Guidelines, each on

Energy, Water, Waste and RECP.

The next step on the timeline was conducting onsite assessments in 48 factories in the 4 countries to

identify the opportunities or measures that are to be implemented. 35 of the 48 factories decided to

participate in the next phase of the project by submitting the action plans for implementation of the

measures/ opportunities recommended in the onsite assessment reports. Technical assistance by the

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local consultants was provided to factory over a period of 12 months to help them implement the

measures/opportunities planned in the action plan document.

In order to share the experience & challenges about implementation of the measures 24 knowledge

sharing forums were organized every quarter in the 4 countries. As part of sustaining the project

activities and also reach further factories beyond the ones who participated in SAVE, a booklet of

highlighted case studies was created covering a collection of the project achievements and significant

lessons learned from the factories. Following the booklet, an e-learning tool was also developed that can

be used as on demand learning tool for the industry. This e-tool kit provides learners with lively

highlighted case studies, demonstrating the practical solutions/measures implemented in the form of

pictures/videos.

4.2. Project Overall Achievement

FIGURE 3 - PROJECT OVERALL ACHIEVEMENTS

Note: CO2 emission was measured in Kerring environmental reporting (2013)

1

The info-graphic above shows the overall achievement of the project in terms of actual saving made in

money (US$) and actual savings or reduction made in energy (kWh), CO2 (tons), water (m³) and waste

(tons). 48 factories from the 4 countries participated in the onsite assessment and the consultants

identified about 321 measures (from 48 factories) that could be implemented, 69 percent of the

identified measures were successfully implemented. The implemented measures led to a saving of

about 62 million kWh of energy, reduction of 44.5 thousand tons of CO2 emission, saving of about 633

1 Methodology Memo Kering Environmental Reporting 2013 (Bangladesh: 531.17 gCO2/ kWh; China:

871.99 gCO2/ kWh; Cambodia: 573.31 gCO2/ kWh; Indonesia: 573.31 gCO2/ kWh)

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thousand m³ of water, and reduction of 660 tons of waste, which totally can be converted into a

financial saving of US$ 4,000,000 per year.

4.3. Data Collection Methodologies

The project management team and the expert team had to agree on different approach to collecting the

data from the factory because of various challenges listed below. All the figures reported in this report

and other published SAVE project reports collected the data and made final analysis using the different

approaches followed for collecting the data.

The factories were grouped into two groups based on data collection approach used, as explained

below.

Group Remarks Methodologies

I 65% of factories in SAVE

project belonged to this

group

Measuring the savings at the points of improvements/ measures

implemented: This was applied for measures implemented

related to air compressors, motors, lighting etc. which the

project consultants were able to measure using the

measurement equipment available.

Measurement made using estimation formula: This is applied for

measures implemented related to leakages, condensate

recovery, and maintenance. These were difficult to measure but

still can quantify by formulas

II 35% of factory in SAVE

project belonged to this

group and all these

factories were in China.

Measurement was made by calculating the total savings after

total consumption of entire factory. This could be sum of savings

of several measures implemented. In this group we didn’t

quantify saving/reduction per measure or opportunity

implemented.

There were many challenges in the data collection process, but the project team came up with different

approach as listed above to collect data, so that data collection and quantification could be achieved

which can represent the real data closest to accuracy. The following are some of the challenges in data

collection process:

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Lack of metering system: Some of the factories had only one main meter for the whole factory and

didn’t have individual sub-meters to track the improvements achieved in a particular section.

Change of project team members in the factory: There were also frequent change in the factory’s

sustainability team, and so they weren’t trained to collect the data.

4.4. Energy Savings Summary

FIGURE 4: TOTAL ENERGY SAVINGS IN 4 COUNTRIES

The above chart (Figure 4) provides data in kWh for the amount of energy saved in all 4 countries and

number of participating factories in each country. Most of the participating factories made huge

investments in energy saving measures, because they were also able to see a clear return on

investment. The total investment in energy saving measures from all the four countries was about US$

9.6 million which resulted in a saving of about US$ 3.3 million annually.

Most of the factories implemented energy saving measures such as upgrading sewing machines to servo

motors, improving the lighting system by replacing T8/T5 lamps with LED lamps, and maximizing the use

of natural light by installing a transparent roof. In larger-scale factories which required higher financial

investment, the focus has been on the use of renewable energy such as installing solar energy systems,

using biomass for heating the boiler, etc.

China accounted for the highest number of participating factories with 18 factories; therefore, the

amount of energy saved in China is correspondingly higher than other countries. A few major Chinese

33,208,796

5,387,885

22,761,511

568,637 -

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

China - 18 Cambodia - 6 Bangladesh - 5 Indonesia - 2

Energy savings (kWh/ Year)

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mills have invested in the improvement of technical equipment, replacing a series of old machinery.

Efficiency has then been recognized through technical figures.

Bangladesh is another noticeable case with only 5 factories, but the figures were impressive. Most of the

factories carried out the proper maintenance on machinery and raised the awareness of environmental

protection among employees. In the past, most of the factories did not have much knowledge or

motivation concerning environmental performance improvement. The achievement in Bangladesh

proved that a few minor and simple changes might lead to significant savings.

Cambodia and Indonesia were also actively implementing changes in machinery. Most of the plants

upgraded sewing machines and improved their lighting system by installing transparent roof.

Additionally, 2 Cambodian factories have also invested in renewable energy by installing solar power

and using rice husk biomass boilers.

The chart above reflects the figures calculated in total from following table. The table also gives

information of investment, annual resource savings, and annual financial savings achieved of each

participating factory.

Table 3: Investment, Annual Resource Savings, and Annual Financial Savings on energy in each

factory

Investment (US$) Annual Resource

Savings (kWh) Annual Financial

Savings (US$)

CHINA

Cosmo 3,936 45,778 6,120

Diamond Ninyuan 16,266 75,836 11,375

Huachang 1,685,667 5,444,071 515,798

Xinguang 19,643 216,275 10,114

Lee &Man 170,343 81,950 13,385

Dongguan TaiHing 104,455 164,925 22,608

Boujin 5,003 15,650 2,348

Build Yet 9,150 360,509 26,347

Unitex/Duraflex 18,210 159,745 18,914

Formosa 1,343,715 866,319 345,684

Golden Prene 22,333 83,640 41,272

Gooddale 192,741 157,787 27,134

Ortholite 10,045 2,700 6,167

Rongcheng 49,273 13,280 4,493

SanFang 62,867 190,080 31,650

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Shenzhou garment 131,833 107,744 19,753

Shenzhou headquater 3,776,475 25,086,028 1,421,435

Tien Sung 17,250 136,479 19,259

Total 7,639,205 33,208,796 2,543,856

CAMBODIA

Akeentex 74,405 180,374 45,181

JIT 489,877 3,272,500 654,500

Kaoway 37,534 333,772 43,293

KHMC 103,770 992,282 198,456

MV3 95,928 583,759 134,223

Shenzhou (Cambodia) 210,920 25,198 25,261

Total 1,012,434 5,387,885 1,102,914

BANGLADESH

Aswad 1,054 1,287,837 61,277

Jinnat 53,183 350,188 15,058

Kanarphuli 2,000 3,068,434 86,157

Square Fashion 696,401 7,734,235 65,726

Viyellatex 13,546 10,320,818 66,656

Total 766,184 22,761,511 294,874

INDONESIA

Diamond 69,272 277,412 24,967

Pouchen 95,810 291,224 30,477

Total 165,082 568,637 55,444

Total in 4 countries US$ 9,582,905 61,926,829 kWh US$ 3,597,087

Note: To know more about the list of measures implemented in each factory, go to the final section: List

of measures implemented per factory.

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4.5. Water Savings Summary

FIGURE 5: TOTAL WATER SAVINGS IN 4 COUNTRIES

The chart indicates the amount of savings gained from the total investment of around US$ 107,000 in

water in the 4 countries.

As frightening as the country’s smog-filled skies might be, China’s water pollution is equally alarming. The

high toxicity in water is partly explained by the wastewater leached or simply dumped into rivers by

factories for more than a century. Therefore, reinforcing the law on environmental protection is a priority

that the government has strived for to save the water and control waste. The project launched in China

supported the amount of water saved in the recent years and recorded the further improvement in

saving. However, due to the governments existing environmental policies, the improvement is not as

drastic as some might expect, though it is quite reasonable.

The data accurately displays Bangladesh’s drastic improvements, despite having only 5 factories. The

nation has a history of using water freely for manufacturing purpose, but has faced challenges in lacking

clean-water sources for several years due to arsenic contamination. Surprisingly, Bangladeshi staff in

many factories across the country is hardly aware of these issues. Furthermore, the low tariffs imposed on

water leave factories considering it unnecessary to save water because there is little manufacturing cost.

Therefore, there used to be very few attempts to raise the awareness among workers or rules to enforce

the act of water saving. To gain such impressive results, the factories had to actively announce the urgent

need for water saving for environmental purposes as well as the economic efficiency. Action plans for the

119,555

52,485

424,702

35,894

-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000


Water savings (m³/year)

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staff were widely carried out and the water system was upgraded by enhancing water faucets and fixing

water pipe leakages.

Table 4: Investment, Annual Resource Savings, and Annual Financial Savings on water in each

factory

Investment (US$) Annual Resource

Savings (m³) Annual Financial Savings

(US$)

CHINA

Cosmo 323 120 53

Diamond Ninyuan 3,667 4,031 1,612.40

Huachang 21,667 52,864.00 25,110.33

Xinguang 120 533 120.00

Lee &Man 3,633 4,417.00 1,840.50

Dongguan Taihing 16,900 1,730 2,516

Boujin 1,500 1,800 900.00

Build Yet 917 936.00 312.00

Unitex/Duraflex 635 864 784.83

Formosa 333 630 110.25

Golden Prene 655 14,857 2,600.00

Gooddale 23 2,700.00 1,237.50

Ortholite 379 2,500.00 833.33

Rongcheng 1,167 2,600.00 910.00

SanFang 358 10,000 4,166.67

Shenzhou garment 475 NA NA

Shenzhou headquater 833 2,151.60 1,972.33

Tien Sung 3,717 16,821 5,518

Total 57,302 119,555 50,597

CAMBODIA

Akeentex 300 3,719 744

JIT 28,792 14,400 16,562

Kaoway 800 2,765 282

KHMC Not quantified 3,808 7,554

MV3 600 27,264 4,090

Shenzhou (Cambodia) 2,280 530 1,175

Total 32,772 52,485 30,406

BANGLADESH

Aswad 385 1,596 45

Jinnat 10,508 19,532 642

Kanarphuli 2,570 12,751 5,363

Square Fashion 1,092 226,160 33,212

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Viyellatex 439 164,663 46,106

Total 14,994 424,702 85,368

INDONESIA

Diamond 50.0 NA NA

Pouchen 2,266.0 35,894 11,859

Total 2,316 35,894 11,859

Total in 4 countries US$ 107,384 632,636 m³ US$ 178,231



4.6. Waste Reduction Summary

FIGURE 6: TOTAL WASTE REDUCTION IN 4 COUNTRIES

The above chart (Figure 6) provides data in tons for the amount of waste reduced in all 4 countries and

number of participating factories in each country

The remarkable achievement in Cambodia might be explained by the raising of awareness about waste

management among employees, which was believed to be the root cause of the waste generation

problem in Cambodia in the past. The factories have scheduled weekly training sessions for waste

segregation as well as improving the production process, which also brings more profits from the sale of

recycled waste to the third parties. Moreover, the improvement of the production line also helps optimize

workloads and waste mitigation.

234

391

24 10 -

50

100

150

200

250

300

350

400

450


Waste reduction (Tons/Year)

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In contrast, the figure of China shows little improvement from the baseline where the project started. The

amount of waste saved from 18 factories in China is just one fourth of that from 6 factories in Cambodia.

This can be explained by the fact that the Chinese have already been practicing recycling for many years.

The factories actually have saved a lot of materials and cost from separating and recycling waste, such as

reusing the roll core of the sewing thread. The project, hence, supported the existing achievement from

the work of waste reduction in China.

One of the best practices in waste management was noticed in Indonesia in Pouchen factory, where they

have implemented a closed loop recycling system to manage domestic waste water generated from the

toilets, washroom, kitchen, canteen facilities and dormitories, which was treated in a waste water

treatment facility and then recycled to the open lake available within their premise which is the source of

clean water for the domestic purposes and industrial processing purpose.

One of the biggest challenges in waste reduction measures noticed in all the four countries was about

treating of the solid waste generated, the least the factory could do is only segregation of wastes and

store in a waste disposal area, where the local waste collecting agency will collect waste on a daily or

weekly basis. The factories were forced to sell the waste to these agencies who are politically strong and

there was no information on how this waste was treated. Some of the measures recommended for the

factories was mostly to avoid waste generation or recycle waste as much as possible.

Table 5: Investment, Annual Waste Mitigation, and Annual Financial Savings on waste in each

factory

Investment (US$) Annual Waste Mitigation

(Tons) Annual Financial Savings

(US$)

CHINA

Cosmo Labour cost 35 24,625.33

Diamond Ninyuan 1,700 NA $3,333.33

Huachang 5,833 53.00 60,051.00

Xinguang 219 4 3,863.33

Lee &Man 4,695 2.33 6,633.17

Dongguan Taihing 825 6 15,255

Boujin 1,833 11 566.67

Build Yet NA NA NA

Unitex/Duraflex NA NA NA

Formosa 1,771 NA NA

Golden Prene 1,771 NA NA

Gooddale NA NA NA

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Ortholite 167 3.00 3,666.67

Rongcheng 1,417 36.00 NA

SanFang NA NA NA

Shenzhou garment 4,000 81 888.00

Shenzhou headquater NA NA NA

Tien Sung 3,000 2.2 2,540

Total 27,232 234 121,422

CAMBODIA

Akeentex 966 NA 744

JIT 5,000 63 13,207

Kaoway 100 6 NA

KHMC NA 56 3,570

MV3 250 261 52,371

Shenzhou NA 5 936

Total 6,316 391 70,828

BANGLADESH

Aswad NA 0.3 3,420

Jinnat 558 7.8 65,641

Kanarphuli 2,936 6 26,140

Square Fashion 5 5 8,113.47

Viyellatex 0 5.1 61,677

Total 3,499 24 164,991

INDONESIA

Diamond 10 10 769

Pouchen 0 0 540

Total 10 10 1,309

Total in 4 countries US$ 37,057 658 tons US$ 358,551



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SECTION FIVE

Country–By–Country Factories

This section gives the outline and some significant practices of 31 factories in 4 countries.

5.1. China

5.1.1. COSMO TEXTILE COMPANY LIMITED (ZHONGSHAN)

1. ABOUT THE COMPANY

Cosmo Textile Co. Ltd. (Zhongshan) is a key fabric

supplier to numerous worldwide sportswear brands

including Adidas, Reebok, PUMA and Columbia. It is

located at block 17-21, Longzhu Yuan, Nanlang

Industrial District, Nanlang Town, Zhongshan City,

Guangdong Province. It is a large-scale company in the

COSMO Group, whose headquarters is in the USA with

many offices and factories in Hong Kong, China, India,

Indonesia, the United Kingdom and Vietnam.

2. TOTAL ACHIEVEMENT AT A GLANCE

Area Investment Annual Resource Saving Annual Financial Saving

Energy US$ 3,936 45,778 kWh US$ 6,120

Water US$ 323 120 m³ US$ 53

Waste Labour cost 35 Tons US$ 24,626

Total US$ 30,799

3. EXAMPLE OF MEASURES IMPLEMENTED

a) Upgrading compressed air pipes from plastic hoses to a metal pipes

The factory has upgraded the piping for its compressed air in 25 separate locations. Although plastic

pipes are commonly used with compressed air due to ease of access and low cost, they are also prone

to leakage. By replacing them with metal, the factory greatly improves efficiency; this should result in

an energy saving of roughly 1,000 kWh.

SAVE Final Report

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Before – plastic pipe

After – metal pipe

b) Upgrading to high-efficient motors

The previous motors were wasting energy due to degradation caused by a lack of regular maintenance

and monitoring. The factory has replaced 5 obsolete motors with high-efficiency models and

introduced a periodic maintenance plan to ensure optimum efficiency is achieved. It is estimated that

this measure will reduce its energy consumption by around 3,000 kWh per year.

Before – old motor

After – new motor

c) Upgrading the rainwater harvesting system

Prior to the SAVE project, the company collected roughly 3-5 m³ of rainwater annually by using old

plastic buckets. This water was used for outdoor cleaning, watering plants, etc. In order to better utilize

rainfall as a source of water, the company built a new system that collects rain on the roof of the factory

and redirects it to a water tank. Thus far, it has collected a total of 15 m³ of water and the company’s

next goal is to collect over 20 m³. It plans to gradually continue increasing their target until able to reach

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23

a more competitive goal. Although the building of the water tank made use of discarded equipment, it is

estimated that the investment will be recovered for 6 years.

Before – rainwater container

After – rainwater sump

d) Recycling fabric packing bags

Initially, the factory used plastic film to pack finished goods, creating a significant amount of waste in

downstream factories when the goods were later unpacked. To combat this enormous consumption, the

factory implemented a practice which was already present and successful with another brand in the

factory. Instead of using plastic packaging, Cosmo replaced them with fabric packing bags made from

waste fabric which can later be collected from the downstream and reused. This new procedure has

allowed the factory to recycle 12,690 packing bags. This opportunity has saved the company US$ 13,423

annually.

Before – Plastic bags

After – recycle fabric bags

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5.1.2. NINGYUAN SHINEWAY SPORTS LTD


The factory is located in Li Industrial Park, Ningyuan

County, Hunan Province. Yongzhou Hunan Shineway

Sports Goods Co., Ltd., Ningyuan Branch is a member

of the British Virgin Islands-based Diamond

International Group. Currently, the site has an

output of 1,500,000 pairs of shoes per year.



Energy US$ 16,266 75,836 kWh US$ 11,375

Water US$ 3,667 4,031 m³ US$ 1,613

Waste US$ 1,700 Not quantified US$ 3,333

Total US$ 16,321


a) Proper maintenance on the exhaust fans and motors

Before the introduction of the SAVE project, pulley- and fan-belt-driven exhaust fan and motors were

running inefficiently due to an absence of regular maintenance and monitoring. The edges of the fan

blades were coated in residual oil and dirt which dramatically reduced blade performance and

therefore, the lifespan of the motor itself. To resolve this, the factory began regular maintenance,

focusing on the wear and tear of pulleys and other moving parts. By monitoring belt lifespan and holding

periodic inspections to detect issues early on, the company saves about 33,292 kWh per year.

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b) Recycling wood waste

The initial factory production process used wooden frames, plates and printing screens which were

discarded, generating considerable amounts of waste. Making a conscious effort to reduce wooden

waste, the company now sells wooden frames to merchants for recycling. Additionally, all wooden

screen frames have been replaced with aluminium which is more durable and, consequentially,

reusable. Thus, the company has reduced annual waste by 3.5 tons.

Before

Wooden pad and discarded without recovery

After

Aluminum pad

5.1.3. HUACHANG/ KEY (FUJIAN) MICROFIBRE CO., LTD


Key (Fujian) Microfiber Co.,

Ltd. is located in the Huinan

Industry Zone, Quanzhou,

Fujian Province. The

company prioritizes

innovation and has

introduced some of the

most advanced production

technologies and

equipment, including eight wet lines and five dry lines. Various specialist departments such as

Treatment, Trial Center, Development Center, Test Center, etc. work to high-quality products.

SAVE Final Report

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Area Investment Annual Resource Saving

Annual Financial Saving

Energy US$ 1,685,667 5,444,071 kWh US$ 515,798

Water US$ 21,667 52,864 m³ US$ 25,110

Waste US$ 5,833 53 Tons US$ 60,051

Total US$ 600,959


a) Installing photovoltaic power generation system

Key Fujian Microfiber (HuaChang) decided to expand its existing photovoltaic power generation system

due to the fact that China is on an imminent path towards renewable energy sources to guarantee

energy security. With an investment of more than RMB 10,000,000 (~US$ 1,666,667), the factory

installed rooftop photovoltaic power systems which generate 1,250,000 kWh of renewable energy. This

results in a reduction of 1,713.8 tons of CO2 emissions annually and a payback time of 6.5 years.

Solar PV power system

b) Improving barrel-washing area and water reuse process

The factory used to clean each individual barrel with freshwater, which was then discharged without any

further purpose or use. It has now been adjusted so that the area used to wash barrels is partially

closed. Thus, it is possible to recycle and reuse some of the water. Once the DMF (an organic compound)

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reaches a certain concentration in the recycled water, it will be pumped into a wastewater tank for

rectification. Additionally, the factory has implemented counter-current washing systems, where water

circulates through a series of connected washing tanks, moving in the opposite direction of the

workflow. Fresh water only enters the last washing tank, overflows to the next tank and continues until

it exits via the first tank. This method allows the workpiece to be washed in the least pure water first

and the cleanest water last. These improvements have decreased the significant amount of fresh water

use.

Bukets of countercurrent washing

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5.1.4. FOSHAN XINGUANG KNITTING CO., LTD


Foshan Xinguang Knitting Co., Ltd. is located at 3

Xinfang Road, Xiqiao Technical Industry Park,

Baixi, Hegang, Xiqiao, Nanhai District, Foshan,

Guangdong Province. Founded in 1954, it was

later reconstructed from the state-owned

Foshan Pioneer Knitting Manufacturer in 1999. It

now covers an area of more than 20,000 m2 and

is equipped with more than 300 advanced

sewing machines, which were made in the

United States, Germany and Japan.



Energy US$ 19,643 216,275 kWh US$ 10,113.67

Water US$ 120 533 m³ US$ 120.00

Waste US$ 219 4 Tons US$ 3,863.33

Total US$ 14,097.00


a) Transforming the traditional clutch motors into servo motors and installing new sewing

machines

The company upgraded the traditional clutch motors on all 90 items of its sewing machines to servo

motors. It also replaced broken machines with energy-efficient ones estimated to use 80% less energy.

These upgrades and replacements will cut energy use from 220-250 kWh on the traditional models to a

mere 50 kWh. The upgraded motors no longer run constantly, and only while operating.

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Before (Traditional Clutch Motor) After (Servo Motor/New Sewing Machine)

b) Dismantling exhaust fans and setting up ceiling fans

Prior to the SAVE project, the factory was relying on inefficient exhaust fans which were suffering due to

a lack of maintenance and monitoring. Since the implementation of the project, all 49 sets of exhaust

fans have been dismantled and replaced with windows and 201 ceiling fans. The ceiling fans ensure

ventilation but use 70 kWh as opposed to 750 kWh with the added benefit of being able to turn on and

off as needed. This will result in an estimated energy savings of 25%.

Before - Exhaust fan After - Ceiling Fan

c) Upgrading water taps to improve the water supply system

Initially, most of the factory’s water taps were inefficient and out-dated plugging models. The water

took longer to flow out and the valves were not durable and prone to leaking. By replacing taps with

newer models with water-saving elements such as new faucet heads, the water flows more efficiently

and no longer drips when turned off. This upgrade will save the company US$ 120 annually.

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Before After

5.1.5. LEE&MAN/ DONGGUAN JIA XIN HANDBAG CO., LTD


Dongguan Jia Xin Handbag Company

(formerly known as Dongguan Shi Jie Liu

Wu Lee & Man Factory) was founded in

1988. It is located near the Liu Wu

Village committees, in Shijie Town,

Dongguan City, Guangdong Province. The

factory mainly engages in the production

of handbags. However, it also processes various decorative products and conducts research and

development manufacturing alongside its main operations. The factory’s products supply the European

and Asia-Pacific markets and can be found in brand-name stores as well as chain store businesses.



Energy US$ 170,343 81,950 kWh US$ 13,385

Water US$ 3,633 4,417 m³ US$ 1,841

Waste US$ 4,695 2.3 tons US$ 6,633

Total US$ 21,859

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a) Improving the production process and site layout

Before the introduction of the SAVE project, the factory used production molds for mass production,

which is suitable for orders with few varieties but a large quantity demanded. However, recent orders

tend to follow the opposite trend: most have numerous varieties but need small volumes of each.

Therefore, the production mold became out-dated and increased costs. By introducing lean

manufacturing to replace mass production and providing training and practice, the SAVE project helped

resolve this issue. Lean manufacturing reduces monitoring time and operation cost, making the

company more competitive in the industry.

Before

After

b) Redesign of dormitory bathroom’s water supply system

According to a record from 2013, the factory’s water consumptions levels were higher on lower floors

and lower on higher floors. This presented a problem because, normally, people prefer higher floors to

escape damp humidity of the lower level. Because the lower levels had the highest water consumption,

this meant that the water pressure throughout the building was uneven. While some areas may not

have been receiving enough water, it was being wasted in other areas. To combat this, water pressure

meters and adjustment valves were installed on every floor, allowing the pressure levels to remain

consistent. Additionally, the factory renovated its facilities and installed an automatic induction device.

This results in 931 m³ of water savings

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Before

After

5.1.6. DONGGUAN TAIHING ZIPPER FACTORY CO., LTD


Tai Hing Zipper Factory Co., Ltd.,

headquartered in Hong Kong, was

founded in 1976. The current factory was

built in 1993 and is situated in Qiao Li

district, Chang Ping Town, Dong Guan

City. It covers an area of more than

26,000m³. The company's existing

production equipment amounts to over

600 units and it currently employ more than 50 professional and technical personnel. The factory’s

design production capacity is currently 70,000,000 sets of zipper heads and zippers. The factory can also

produce 30,000,000 yards of zipper cloth.

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Energy US$ 104,455 164,925 kWh US$ 22,608.17

Water US$ 16,900 1,730 m³ US$ 2,515.83

Waste US$ 825 6 Tons US$ 15,255.00

Total US$ 40,379.00


a) Improving sewing machines

The majority of the factory’s sewing machines’ motors bought from between 1996 and 2005 and were

significantly less efficient than modern models. For example, the 7.5HP motor had an efficiency of 86.5%

whereas the 2HP model had a motor efficiency of only 81%. Since the implementation of the SAVE

project, the company is gradually replacing its old machines with higher-efficiency models. Thus far, they

have almost completed replacing all 54 2HP sewing machine motors.

Before – old sewing machine

After – new sewing machine

b) Regular maintenance in dyeing workshop and repairing leakage

In 2014, the average monthly water consumption at the Tai Hing factory was 3,324.75 m³. Although it

already had a recycling system in place for dyed water, it was poorly maintained and therefore produced

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significantly less recycled water than expected. Now, the factory has switched to a new suction pump

and rearranged its pipeline system. Some PVC pipes were also replaced by PE for increased durability.

The reconstruction of the water recycling system in addition to the implementation of other water-

saving practices has led to a new average consumption of 490 m³ per year. This is a 22.3% reduction in

water use compared to the same period of the previous year.

5.1.7. BOU JIN (YANGZHOU) GARMENTS CO., LTD.


Bou Jin (Yangzhou) Garments Co., Ltd., a subsidiary

company of PouChen group, designs and produces

apparel for the world’s leading sports brands. It

located at NO.1, Bao Yuen Road, Yue Yuen

Industrial Zone, Yangzhou City Development Area,

Jiangsu.


Area Investment (US$)

Annual Resource Savings

Annual Financial Savings (US$)

Energy US$ 5,003 15650 kWh US$ 2,348

Water US$ 1,500 1800 m3 US$ 900

Waste US$ 1,833 11 Tons US$ 567

Total US$ 3,815

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a) Retrofit the steam pipes and traps

The factory requires large amounts of steam during the ironing of the garments and apparel. The

inspecting engineers noticed that the process involved draining a lot of condensation away from the

irons, meaning that the design and layout of the steam pipelines was not optimized. Because the

condensation could not drain efficiently and the traps were not functioning properly, a lot of water

gathered in the pipe. To prevent this accumulation, the factory retrofitted the steam pipelines, installed

proper insulation, and replaced the traps with better quality variations.

Before: Steam leakage

After: Leakage fixed and steam trap installed

After: Installation of steam trap to pipe main line

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b) Improving energy-metering system based on GB17167-2006 standard

The factory has newly installed necessary electricity and water meters according to the guidelines from

Standardization Administration of China which published standard called “GB17167-2006 General

principle for equipping and managing of measuring instrument of energy in the organization of energy

using.” By implementing new policies, including keeping daily and/or weekly records of critical

equipment’s energy consumption, data can be regularly analyzed and abnormal situations can be

addressed immediately. This avoids electricity waste due to lack of awareness of problems or

inefficiencies. The factory also plans to include the energy consumption indicators in the appraisal of

staff, motivate employees to prioritize energy efficiency, and to compare the performance of different

models of machinery to provide data for future upgrades. These changes should result in an annual

savings of 8,500 kWh.

Metering installed in workshop

Smart metering steam installed in appliance field

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5.1.8. BUILD-YET SHOES CO., LTD.


The factory is located at Dao Xian Industrial Park,

Yongzhou City, Hunan and has a workspace area of

39,600m2. Build-Yet Shoes Co., Ltd. Registered as a

business on 1st November 2006 and commenced the

operation in January 2007. Presently, there are over

1,600 employees working in the factory.


Area Investment (US$) Annual Resource Saving Annual Financial Saving (US$)

Energy US$ 9,150 360,509 kWh US$ 26,347

Water US$ 917 936.00 m³ US$ 312

Waste NA NA NA

Total US$ 26,659


a) Improving air compressor boiler

Heat is a common byproduct of many types of machinery and processes, including air compressor. In

their previous procedures, the employees used wood to heat the boiler, which was inefficient and

polluted. It also involved higher workload. The company has since replaced three air compressors to

improve energy efficiency. This results in roughly 9.7% of the total energy saving, also saving labor and

wood costs.

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Before - old boiler After - heat recovery boilers

b) Improving toe steamer

The company’s original toe steamer operated inefficiently and with high labor and energy costs. It has

upgraded to a new toe steamer with high pressure and less energy consumption, which should increase

productivity and provide an energy savings of up to 50%

Before - Low-pressure toe steamer After - High-pressure toe steamer

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5.1.9. Unitex Metal and Plastic Accessories Ltd. / Duraflex Hong Kong Ltd.


Established in Taiwan in 1989, Unitex International

Button Accessories is a button and accessory

manufacturer in the Southeast China area, located

at Duraflex Hong Kong Ltd. 558 Jinxiu Blvd., Yao-

Zhaung Industrial Park, Jiashan County, Zhejiang

Province. Unitex produces a large variety of metal,

polyester, and urea buttons and is the exclusive

licensee for National Molding Corporation DURAFLEX buckles, plastic hardware, and precision molding

productions. Unitex has 201 – 500 employees in Chinese factories and 50 injection machines, all of which

currently produce 1 million metal buttons (equivalent to 150 tons plastic units) monthly.



Energy US$ 18,210 159,745 kWh US$ 18,914.33

Water US$ 635 864 m³ US$ 784.83

Waste NA NA NA

Total $19,699.17


a) Air-Compressor frequency transformation

The factory’s air compressors were working very inefficiently, with an idling rate of roughly 50% and

which loaded and unloaded much more often than expected from an average machine. To resolve this,

frequency conversion transformers were installed in 4 air compressors and the operation frequency was

adjusted accordingly. This should limit unnecessary loading and unloading and improve efficiency. This

results in annual energy and financial savings of 72,544 kWh and US$ 51,631 respectively.

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Air compressor frequency transformation

Air compressor inverter

Compressor measured data

Compressor measured data

b) Compressed air leak detection and repairing

The factory replaced and repaired old and leaking pipes and valves. By establishing regular inspection

procedures, the factory plans to focus on strengthening the compressed air pipeline and on detecting

and repairing issues promptly in an effort to save energy.

Repairing leakage in compressed air pipe

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5.1.10. FORMOSA TAFFETA (ZHONGSHAN) CO., LTD.


Formosa Taffeta (Zhong Shan) Co.,

Ltd. was established in December

of 1992 and is invested by

Formosa Taffeta Co., Ltd., a

subsidiary of the Formosa Plastic

Group. It located at 167 South

Shenwan Avenue, Shenwan Town,

Zhongshan City, Guangdong

Province. The factory is a major producer of both poly/nylon woven fabrics and umbrellas/parasols. Its

output of woven fabrics is 12,000,000 yards per month and it has a capacity for rib production (for

umbrellas/parasols) of 18,000,000 tons per month. This is accomplished by FTC (Zhong Shan)’s

workforce of 756 employees in a workspace area of 119,000 m2.



Energy 1,343,715 866,319 kWh 345,683.50

Water 333 630 m³ 110.25

Waste 1,771 NA NA

Total $345,793.75


a) Upgrading dyeing machine

Most of the factory’s dyeing machines had been purchased prior to 1996 and had water-bath ratios

greater than 1:10. Even the new HISAKA heat dyeing machines (the Beam dyeing machine and the Liquid

flow dyeing machine) had high ratios between 1:8 and 1:10. The factory was barely managing a ratio of

around 1:8 during operation, just reaching the National Entry Criteria for Dyeing Industrial (revised in

2010) which is progressively abandoning the pre-treatment and hot-wind setting machines. Although

they have been used for over 15 years, they are outdated and inefficient. The guidelines are also moving

away from any dyeing machines with a water-bath ratio greater than 1:10. The factory is working to

replace their old and inefficient machinery. By purchasing two units of Gas-Liquid Dyeing Machines (Son-

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Tech) or Airflow Dyeing Machines, it can test the effectiveness and purchase more in the future. While

the water consumption of Gas-Liquid machines is higher than Airflow machines, the steam and

electricity consumption is much lower, in addition to a relatively simple operation process.

New dyeing machine

b) Upgrading old machine to energy-efficient model

In a response to a governmental policy aimed at lowering energy consumption and promoting

environmental conservation, FTC (Zhong Shan) disposed of 53 sets of machines and replaced new ones.

This amounts to annual savings of 853 kW. These eliminations have resulted in a total energy saving of

up to 2%. The old models had high energy consumption levels and low efficiency (88%). Additionally,

they required more maintenance due to a short lifespan. Contrastingly, the new replacements use save

energy, with a high efficiency (91%) and less maintenance.

Before – old motors

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After – new motors

5.1.11. DONG GUAN GOLDEN PRENE SPORTING GOODS LTD.


Established in 1995, Dong Guan Golden Prene Sporting Goods Co., Ltd. Is located at Hua Nan Industrial

Zone, No.36 Jin-fu Rood, Liao Bu,

Dong Guan, Guangdong. The

company has a total investment

of nearly 70 million Yuan. The

factory is takes up a total area of

36,333 m2, which contains

collection, product development,

and design and production areas.

It is one of the various Taiwan-

funded luggage manufacturing enterprises and specializes mainly in the production of well-known

international sports brand backpacks, travel bags, trolley cases, golf bags, etc



Energy US$ 22,333 83,640 kWh US$ 41,272

Water US$ 655 14,857 m³ US$ 2,600

Waste US$ 1,771 NA NA

Total US$ 43,872

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a) Upgrading sewing machines to servo motors

In order to analyze their energy consumption rates, the factory selected two similar production lines to

undertake real-time power consumption testing. Following one month of tests, the traditional motor

sewing machine was observed to consume electricity, per unit time, at a rate of 0.117 kWh. The

servomotor sewing machines demonstrated a far more efficient rate of 0.026kWh, per unit time.

Employing the servo motors in all sewing machines would, therefore, result in a reduction in energy use

of 77%. Thus, throughout 2014, the factory upgraded 2,100 sewing machines with servo motors.

According to the previous test results and assuming the average running time of a sewing machine to be

11 hours per day, 276 days per year, the company estimates a total annual energy saving of 580,180

kWh

Before - Traditional machine

After - Servomotor machine

b) Repairing Water Pipe Leaks

The factory implemented three measures to determine water pipe leakages. By noticing the difference

between the actual amount of water collected and the meter reading of water expended, the company

realized that underground leaks were present. Professional leak-detection equipment was then used to

detect faulty pipes for replacement. This measure has led to an estimated 48,400 m³ of water being

saved per year.

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Underground pipe was upgraded to clear water pipe system

5.1.12. GOODDALE (SPORTSWEAR) LTD.


Good Dale, also referred to as Zhongshan Fu Jia

Garment Co., Limited was founded in 1989 and is

located at ShiWan Industrial Park, BoLuo, HuiZhou

City, GuangDong Province. It has been in the

garment industry for over 10 years and produces

sports apparel for export, mainly involved in the

production and processing of famous brands

including Reebok, Speedo, Puma, Ellesse, Kickers,

etc. It covers a land area of 23,000 m2 and includes

both design and manufacturing facilities. The total

initial investment into the factory was around 30 million RMB.


Area Investment (US$) Annual Resource Saving

Annual Financial Saving (US$)

Energy US$ 192,741 157,787 kWh US$ 27,133.93

Water US$ 23 2,700 m³ US$ 1,237.50

Waste NA NA NA

Total $28,371.43

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a) Upgrading servo motors on sewing machines

The company conducted tests on both the traditional and servo motors on all of its sewing machines.

These tests used identical machines, products, and quantities to ensure reliable results for comparison.

The traditional motors measured a power consumption of 0.115 kWh while the servo models measured

only 0.024 kWh. This results in an estimated energy savings of as much as 79% if all traditional motors

were to be replaced. The factory gradually introduced servo motors to all 800 sewing machines

throughout 2013 and 2014. The savings calculates to roughly 153,753 kWh per year.

Before - Traditional sewing machine

After - Sewing machine with servo motor

b) Apply water efficient valve into water faucets

The company conducted experiments in the canteen, where all meal dishes are washed. By comparing

the time it took to fill a 2.67-liter bucket with and without a pressure valve, the factory hoped to identify

a solution to excess water usage. At its maximal opening, the original valve-less tap took 31.72 seconds

to fill the bucket. With the valve, this time increased to 38.67 seconds. The difference equates to 54

liters per hour and could save the factory up to 18% of its water usage by incorporating the pressure

valves into all factory taps. The canteen has a total of 48 taps and provides 3 meals per day. Estimating

that total washing time is around 4 hours per day, the factory could save 54 liters/hours x 4 hours/day x

264 days x 48 taps = 2,737,152 liters or approximately 2,700 m³ of water per year.

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Before - Conventional water faucets

After - Water taps with pressure controlled valve

5.1.13. ORTHOLITE/ DONGGUAN ECO POLYMER CO., LTD.


Located at Nanxing road, the 4th Industrial Area,

Qiaotou, Village, Houjie Town, Dongguan City,

Dongguan Eco-Polymer Co., Ltd. was registered as a

business on 1st November 2009 and began operation in

January 2007. With a workspace area of 20,500 m2, the

factory now employs almost 500 people.


Area Investment (US$) Annual Resource Saving

Annual Financial Saving (US$)

Energy US$ 10,045 2,700 kWh US$ 6,167

Water US$ 379 2,500 m³ US$ 833

Waste US$ 167 3 Tons US$ 3,667

Total US$ 10,667


a) Partial replacement of faucets in dormitory

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48

The factory previously only had iron faucets installed which leaked significant amounts of water. It has

not completed replacement of all faucets with plastic instead of iron, minimizing leakage and, therefore,

water still wasted. This alone has resulted in an annual savings of 6,000m³

Before After

The iron faucet leaks and water was wasted The faucet is made of plastic and does not leak

b) Insulating hot water pipes on dormitory roof

Prior to the introduction of the SAVE project, no insulation was present on the hot water pipes. Located

on the dormitory roof, cracks were present and the lack of insulation was causing a lot of heat to

escape, wasting energy. These pipes have since been insulated and the amount of energy used has been

drastically reduced as heat loss has been minimized.

Before After - Hot water pipe insulation

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5.1.14. RONG CHENG SPORTS LIMITED


Rong Cheng Sports Ltd. was established in 2009 and is located at Su-Keng Village, Chang Ping Towan,

Dong Guan Country, Guangdong. It currently operates with 22 office staff members and 210 operating

employees. The production capacity of the factory is 10,000 balls per day, specializing in the

manufacturing of soccer balls.

Its production lines provide a

wide range of products

including hand-stitched,

thermal-bonded and machine-

stitched soccer balls, volleyballs,

handballs, American footballs

and futsal balls for promotional,

training, game and match purposes. The products have met IMS, FIFA Quality, and FIFA Quality Pro

standards.



Energy US$ 65,940 13280 kWh US$ 4,493

Water US$ 1,167 2600 m³ US$ 910

Waste US$ 1,417 36 Tons NA

Total $5,403


a) Replacing old sewing machines with new machines

The factory’s sewing machines used a lot of energy and had low productivity rates. Despite using 250W,

they only produced 20 pieces per hour. Investing RMB 200,000 to replace 50 sewing machines resulted

in a savings of 182,728 W per year. These new models used only 150W but produced 25 pieces per hour.

This improved productivity by 30% and reduced the defective rate from 5% to 3%.

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Before - old sewing machine (250W)

After - new sewing machine (150W)

b) Lighting improvement – upgrading to LED lamps

The factory made improvements to its lighting system by upgrading to LED lamps. The cost for changing

the tubes was approximately RMB 100,000, but the LED tubes have a much longer lifespan than the

fluorescent ones and save 30% more energy. All working areas have been equipped with individual

switches to allow for unnecessary lights to be switched off at any time. These new lights and the

conscious effort to only use them as needed should result in an annual savings of 8,640 kWh.

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5.1.15. SAN FANG (CHINA)


San Fang (China) is located at Huang

Jiang Yue Yuen Industrial Area,

Dongguan City, Guangdong

Province. It was founded in

February 1997 and belongs to the

Taiwan-based San Fang group,

which is the world's largest high-

grade artificial leather

manufacturing group. The factory

covers a total area of 112,589 m2 and has a construction area of 43,113 m2. This includes 5 production

workshops, 1 transfer warehouse, and an office building, all of which mainly produce advanced PU

artificial leather.



Energy US$ 62,867 190,080 kWh US$ 31,650

Water US$ 358 10,000 m³ US$ 4,167

Waste NA NA NA

Total $35,817


a) Upgrading traditional faucets to water-saving faucets

The company compared the time it took to fill an 18.9-liter bucket from a traditional faucet and from a

water-saving faucet. In both tests, the faucet was turned open to its maximum setting. The traditional

faucet took only 1.183 minutes to fill the bucket, whereas the water-saving faucet took 12.3 minutes.

Therefore, the new faucet saves 15.98 liters per minute or 866 liters per hour, which is over 90% less

water consumption than a traditional faucet. The factory replaced 40 faucets and expects that each

faucet will be used for an hour per day, for 300 days per year. Thus, it can expect an annual water

savings of 866 liters/hour x 1 hour x 300 days x 40 faucets = 10,392,000 liters or roughly 10,000 m³. This

will also result in carbon dioxide savings of around 4 tons.

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Before – conventional faucet

After – low flow faucet

b) Replacing T5 by LED lamps

The factory replaced its inefficient T5 bulbs with LED lamps. Investing RMB 85 per bulb, it spent around

US$ 13,740 to replace 200 lights. This will quickly be offset by a total yearly savings of around US$

30,630. The new bulbs will save an estimated 26.4 kWh and, assuming that the lights will operate for 24

hours each day, this equates to a total savings of 633 kWh daily or 189,900 kWh yearly (assuming a 300-

day working year). This reduces energy expenditure by 42.8% and saves a total of 121.5 tons of carbon

dioxide emissions annually.

Before - T5 lamp

After - LED lamps in office area

After - Replaced by LED lamp

After - LED lamps replaced in office area

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5.1.16. NINGBO SHENZHOU GARMENT CO., LTD.


Ningbo Shenzhou Garment Co., Ltd. (No. 3

Factory) is located at No. 26, Section 2

Fengyang Road. It was established in 1999

and is dedicated to producing products for

Puma. The total number of current, full-time

employees is 2,400, who work in a

workspace area of 23,497 m2. The average

yield is around 1,200,000 items per month. The factory operations run through the following production

processes: cutting-sewing-ironing-inspection-output.



Energy US$ 144,433 156,128 kWh US$ 28,462

Water US$ 475 NA NA

Waste US$ 4,000 81 Tons US$ 888

Total US$ 20,641

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a) Convert Traditional Clutch Motor into Servo Motor

The factory initially used clutch motors for all of its sewing machines, which inefficiently required 380V.

These were heavy, slow to start, relatively immobile, and required employees to thread the trimming by

hand. The motors were running continuously even when the machine was not in use. If operated for 8

hours per day, using 0.37 kWh per hours, each machine consumed 1.035 kWh each day (assuming an

average load rate of 35%). By switching to 220V servo motors, the factory can greatly increase its

efficiency. These are light, easy to move, start faster, and include automatic thread trimming. The motor

stops in accordance with the equipment, meaning it is not left running when the machine is not in use. If

operated for the same working day, the electricity consumption reduces to 0.518 kWh per day. This cut

electricity use in half.

Before - Clutch Motor After - Servo Motor

b) Installation of LED Lamps

The factory was expending large quantities of energy on their lighting system, which primarily used

fluorescent lamps. These were inefficient (using 0.028 kWh), generated a lot of heat, and created more

maintenance work due to a shorter lifespan. The fluorescent bulbs also had a low Color Rendition Index.

To minimize this huge waste of energy, the company replaced its lighting with LED lamps. These current

lights are significantly more efficient, running on 0.016 kWh, with a longer lifetime and, therefore, lower

maintenance. They also have a high Color Rendition Index.

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Before – Fluorescent Lamp After – LED lamp

5.1.17. NINGBO SHENZHOU HEARTQUATER CO., LTD.


Ningbo ShenZhou Headquarter Co., Ltd. was established in 2002 and is located at No. 18 Yongjiang

Road, Ningbo, Zhejiang. The company

departments consist of Administration,

Production Management, Finance, Quality

Controlling and Developing, Knitting, Dyeing

and Finishing, Sewing and Cutting, and

Comprehensive. The group is principally

engaged in the manufacture of high-end

knitwear on an OEM basis and represents

the largest vertically integrated knitwear

manufacturer in China. Currently, there are

over 50,000 employees working in the factory which yields an average of about 265 tons per day.



Energy US$ 3,776,475 25,086,028 kWh US$ 1,421,435

Water US$ 833 2,151 m³ US$ 1,972

Waste NA NA NA

Total $1,423,407

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a) Drain water heat recovery system

Prior to the introduction of the SAVE project, hot water was wasted simply running down the drain. The

factory installed a Drain Water Heat Recovery System which recovers heat from the water that would

otherwise be lost. It works best with simultaneous flows, such as shower, where there is a demand for

hot water at the same time as hot water is draining. The recovered heat can, for example, be used to

preheat cold water headed towards the hot water tank or for other purposes permitted by codes and

regulations. Incorporating this system will result in a savings of approximately 190-200 tons of steam

annually.

b) Improving lighting system to LED lamps

The factory initially used mercury lamps, which were energy inefficient and high maintenance. They

consumed 0.4 kWh and had relatively short lifespans. To improve energy consumption, the mercury

lamps were replaced with LED lights. These new lights consume a mere 0.15 kWh and have long

lifespans, meaning high efficiency with low maintenance. Overall, the incorporation of the new LED

lamps saves the factory 62.5% of its energy consumption.

Before - Mercury Lamp (400W) After- LED Lamp (150W)

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5.1.18. HEYUAN TIEN SUNG SPORTING GOODS CO., LTD.


Heyuan Tien Sung Sporting Goods Co., Ltd.,

established in 2007, is located at Block A-B, No.

63, Xingye Central Avenue, Hi-Tech

Development Zone, Heyuan City, Guangdong

Province. The company mainly produces

products for world-famous brands including

Puma, Adidas, and Polo sports suits. It has 16

production lines, which are dedicated to Puma

production alone. Its workflow process runs

through Materials, Storage, Cutting,

Supermarket, Heat Transferring, Sewing, Quality Inspection, Packaging, Finished Goods and, finally,

Transportation.



Energy US$ 18,659 136,479 kWh US$ 21,813

Water US$ 3,717 16,821 m³ US$ 5,518

Waste US$ 3,000 2.2 Tons US$ 2,540

Total US$ 29,871


a) Using smaller air-conditioning unit

In an effort to save resources and energy, the company had previously implemented a centralized

ventilation and air conditioning system in its offices. This Central Air Conditioning System (CACS) served

multiple spaces from one base location, making the whole system easily controllable. However, the

SAVE project put forward a plan to replace the CACS and further enhances energy savings. By applying a

decentralized air conditioning system, each office can now control its own conditioner, except for

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depending on a general unit. Because the working hours among different offices vary, the amount of

energy save from empty offices is supported by technical statistics as significant.

Before

After

b) Installation of aluminum piping in the dormitory.

The dormitory initially used old tin pipes, which caused significant amounts of heat loss. To minimize this

issue, the company installed aluminium piping in the dormitory area to replace the tin pipes. The

aluminium has higher heat efficiency and because the dormitory has switched to aluminium, the

company now has an annual saving of 1,320 tons of steam.

Before

After

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5.2. Cambodia

5.2.1. AKEENTEX PTE., LTD.


The company is located at Building G, Soun

Ouksahakam Vattanac, St. Chom Chao,

Phum Domnak Thom, Sangkat Stoeung

Mean Chey, Khan Mean Chey, Phnom

Penh. A Malaysian-invested company,

Akeentex began producing and exporting

garments in mid-2004, focusing on

sportswear under a 100% OEM basis.

Currently, there are 1,600 full-time employees in factories covering 10,000 m2 in total. Akeentex

produces up to 400,000 pieces per month.



Energy US$ 74,405 180,374 kWh US$ 45,181

Water US$ 300 3,719 m³ US$ 744

Waste US$ Not quantified US$ 744

Total US$ 46,669


c) Improving lighting system

To minimize the use of electric lamps, the factory has installed a transparent roof. Additionally, a

significant number of its energy-costly T8 lamps (46W per unit) have been replaced with 1686 LED bulbs

(18W per unit). This will result in an Annual Resource Savings of 21,280 kWh.

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Transparent roof at warehouse

LED lamps in production area

d) Replacing old boiler to new boiler

The company replaced its outdated boiler and re-insulated the steam pipes. By establishing a steam pipe

leakage prevention policy and implementing a regular maintenance schedule, it hopes to ensure that all

steam pipes have regular upkeep and re-insulation as soon as it is needed. This alone results in an

annual savings of 326 tons of steam

Before - old boiler

After - new boiler

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5.2.2. JIT TEXTILE LIMITED (CAMBODIA)


JIT Textiles Ltd, Cambodia (JIT)

is a subsidiary unit of

Perusahaan Chan Choo Sing

Bhd. Group (PCCS), which has

business operations in

Cambodia, Malaysia & China.

JIT is engaged in the

manufacture of knitted &

woven garments comprising of

t-shirts, polo, jackets, jogging pants and active wear for men, women and children of all ages. The

installed capacity is about 6,000,000 pieces per year, although the actual production capacity varies. For

instance, in 2012, it produced 5,020,000 pieces with PUMA holding a 35% share. JIT also supplies other

brands such as Adidas, GAP, ECI, OXYLANE and LI NING. JIT has 3,200 employees operating currently.



Energy US$ 489,877 3,272,500 kWh $654,500

Water US$ 28,792 14,400 m³ $16,562

Waste US$ 5,000 63.4 Tons $13,207

Total $684,269


a) Rainwater harvesting

The factory installed water tanks to collect rainwater for use around the premises. They now have three

6,000-liter tanks and four 10,000-liter tanks. This will be especially useful during the rainy season (from

May to November each year). The collected water is being used for landscaping, plumbing, and an

evaporative cooling system. This results in an Annual Resource Savings of 13,070 m³.

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Rainwater collection containers

b) Installing servo motors on sewing machines

The factory initially only used clutch motors for their sewing machines, which are very energy inefficient.

By replacing these with servo motors, the company saves around 30-40% of its energy consumption.

Between 2010 and September 2015, 2,744 motors had been replaced with the energy efficient models.

This saves 519,247 kWh each year.

Before – clutch motors

After – servo motor

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5.2.3. KAOWAY SPORTS LTD


Kaoway Sports Ltd., a

company involved in the

footwear industry, was

established in 2011 in the

Cambodia Manhattan Special

Economic Zone, around 163

kilometers east of Phnom

Penh. The factory’s capacity

in 2015 was about 1,800,000

pairs per year and the company has plans to increase the capacity to around 3 million pairs per year in

2016. Beside PUMA, it also supplies to other brand players like ASICS and HEAD. Currently, there are

around 1,700 employees.



Energy US$ 37,534 333,772 kWh US$ 43,293

Water US$ 800 2,765 m³ US$ 282

Waste US$ 100 6 tons not quantified

Total $17,908.40


a. Installing transparent roof for day lighting

The factory built 24 transparent roof lines in the production area to minimize use of electric lighting

during the day. However, this will create more heat in the building so insulation has all been installed

under the roof. The SAVE project experts have recommended that the company also establish an air

guidance sheet to guide cool air towards the people working at the floor level. This will reduce energy

consumption by 34,206 kWh annually.

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Transparent roof in production area

b. Detecting and repairing the leakage of compressed air

The Kaoway factory has a major problem with leakage of compressed air. The amount of air leakage was

discovered to be almost 2 m³ per minute. The company worked to detect and repair all areas of air

leakage, sealing leaks off immediately with foam, tape, etc. By drastically reducing the capacity of air

lost, the factory can expect to see an Annual Resource Savings of 31,985 kWh.

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5.2.4. BEAUTIFUL SPRING FOOTWEAR (KHMC) CO., LTD.


Beautiful Spring Footwear Co.,

Ltd. (KHMC), located at No. 22,

St. Tnung Roleung, Leaybo

Commune, Tram Kok District,

Takeo Province, was

established in 2014. It is a

subsidiary unit of HUEY CHUEN

SHOES GROUP, which has business operations in Taiwan, China, Cambodia, and Vietnam. KHMC is

engaged in the manufacturing of athletic and sports shoes. The currently installed capacity is about

300,000 pairs per month, although the actual production capacity varies. For instance, in 2014, it

produced only 713,927 pairs with 100% supply to PUMA. KHMC has around 3000 employees.



Energy US$ 103,770 992,282 kWh US$ 198,456

Water Not quantified 3,808 m³ US$ 7,554

Waste US$ 3,902 55.7 tons US$ 3,570

Total US$ 79,444


a) Replace 4100 T8 to LED tubes in production area

The factory upgraded almost all of the lamps in the production area to LED tubes. By replacing the

existing 4100 T8, the lights are now more energy efficient and also lower maintenance due to a longer

lifespan. Additionally, each lamp has an individual switch, allowing for more precise control of lighting

and minimizing the use of unnecessary lights. This should result in an Annual Resource Savings of

321,400 kWh.

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b) Waste recycling - converting empty container to useful products

The company has taken a new initiative in finding ways to reuse empty drums. Prior to the introduction

of the SAVE project, empty drums of various sizes were all disposed of as hazardous waste, which was

also costly for the company. To combat this, it has implemented a new take-back policy to motivate

factory management to cooperate with local suppliers on taking back empty drums and other recycling

options. For instance, Beautiful Spring has turned decided to repurpose its non-hazardous drums into

waste collection bins and other useful tools. This new policy, downscale recycling, reusing paper, and a

rewards program have been successful in encouraging environmental consciousness and savings for the

factory

Before

After

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5.2.5. M&V3 INTERNATIONAL MANUFACTURING


M&V3, an international manufacturing

factory established in 1994, is located at

#No.1623, National Road No.2, Prektalong

Village, Chak Angre Kraum Commune,

Meanchey District, Phnom Penh. The

factory produces sweater products in all

sizes. The installed production capacity is

about 5,000,000 pieces per year. The

actual production volume varies depending on the size of orders from buyers. For instance, in 2013, it

produced 4,500,000 pieces with H&M holding 40% share. It also supplies other brands, including M&S

and Next. M&V3 has 3,165 workers operating 8 hours per day for sewing and 24 hours per day for auto-

knitting process; the factory runs for 6 working days each week.



Energy US$ 95,928 583,759 kWh US$ 134,223

Water US$ 600 27,264 m³ US$ 4,090

Waste US$ 250.00 261 tons US$ 52,371

Total $132,215


a) Maximize the load of the DG set and install capacitor banks in all building to maximize the power

factor

During inspections of the factory, it was observed the Diesel Generator’s set running load was not

maximized based on the given data. One liter of diesel was meant to produce at least 3.8 kWh, but

because the load was not properly controlled, it only produced 3.2 kWh. Experts also realized that the

power factor in each building was as low as between 0.2 and 0.6, even though it should have been as

high as possible: between 0.85 and 1. To resolve these issues, the factory installed 6 capacity banks at 6

main electrical boxes (in each building) in an effort to maximize the load up to the current 80%. This has

resulted in a significan resource savings of 244,587 kWh per year.

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Capacity Bank Installation in each building

b) Insulate the steam pipe and recover condensate

The existing insulation material along 50 meters worth of pipe had been damaged and 20 meters of pipe

connecting the furnace to the boiler’s body had no insulation at all. By properly insulating the pipes, the

company reduced energy expenditure and wastage. Additionally, the steam condensate was not all

captured and was being partially recycled in the wrong place (the water treatment system). This

condensate is now recovered for use, particularly as boiler feed water (BFW). Currently, BFW

temperature is 45°C, but if increased to 80°C, it could improve boiler efficiency by 5%.

Meter system installation to monitor the consumption of energy and resources

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5.2.6. SHENZHOU (CAMBODIA) CO., LTD


Shenzhou (Cambodia) Co., Ltd.

(“Shenzhou Cambodia”), is a Cambodian

subsidiary of Shenzhou International

Group Holdings Limited (“Shenzhou

International” or the “Group”, stock

code: 2313). It is located at Building E &

F, Vattanac Industrial Park, Sangkat

Steung Mean Chey, Khan Mean Chey,

Phnom Penh. Shenzhou Cambodia commenced production in September 2005. It now has over 2,000

employees and is capable of producing 700,000 pieces of garments per month. The company mainly

serves North American customers. Apart from Puma, other key customers of Shenzhou include ADIDAS

and NIKE.



Energy US$ 210,920 25,198 kWh US$ 25,261

Water US$ 2,280 530 m³ US$ 1,175

Waste NA 5 Tons US$ 936

Total $27,372


a) Replace the firewood to rice husk boiler

Currently, wood is still a common energy source for garment industries located in Cambodia. However,

the country has seen increasing pressure on forest resources due to rising demand coupled with

unregulated harvesting of wood for fuel. By the end of 2014, Shenzhou (Cambodia) became the first

Cambodian factory in the garment industry to replace firewood with 2 TPH rice-husk-based boilers with

expected lifespans of 8 years. The factory signed a 5-year contract to purchase steam for 30 US$/ton, so

the service provider purchased the boiler. However, the company still invested 100,000 US$ into the

boiler construction and installation. The switch to this technology has saved 766 tons of CO2 emissions.

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It is also estimated that the company will save US$ 31,000 and that productivity will increase by an

additional 31,000 pieces ironed per year.

Before – steam generator

After – biomass operation

b) Optimizing waste mitigation

To minimize waste, Shenzhou Cambodia initiated a plan to use reusable fabric bags as an alternative to

the plastic kind which has become a significant environmental problem. The factory has successfully

applied this idea for multi-purpose storage in numerous of its processes, including Cutting, Sewing, and

Printing. With this in place, the factory prevents 1.2 tons of plastic waste generation annually with a

payback time of 10 months.

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5.3. Bangladesh

5.3.1. ASWAD COMPOSITE MILLS


Located in Gazipur City, Aswad Composite Mills has a

total of 25,000 employees across all of its factories. It

produces clothes for Western retailers including Wal-

Mart Stores Inc., Loblaw Cos., the Canadian owner of

the Joe Fresh label, and Hudson's Bay Co., according to

several online shipping databases.



Energy US$ 1,054 1,287,837 kWh US$ 61,277

Water US$ 385 1,596 m³ US$ 45

Waste NA 0.27 Tons US$ 3,420

Total US$ 64,742


a) Repair and replace steam traps in ironing section

It became apparent that low-grade steam was not being returned to the boiler. The boiler water flow

meter showed that approximately 7 tons of steam is produced daily; however, the 60 sets of irons only

consume a maximum of 3 tons. Thus, the remaining steam is wasted through the condensate pipers,

indicating that the steam traps in the ironing department are not fully functional. It was also noted that

steam was venting into the atmosphere in various places. To resolve these issues, the company replaced

all 65 steam traps (60 sets of irons plus 5 in distribution) throughout the factory with float and

thermostatic steam traps. By repairing and replacing the steam traps, approximately 50% of heat energy

can be saved. This equates to a resource savings of 875,234 kWh per year.

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Steam trap installed in ironing section

b) Detect and repair compressed air leakage

The compressed air system had many locations of leakage which was reducing the air compressor’s

energy efficiency. Further inspection observed that compressed air was leaking at approximately 3.4 m³

per minute, mostly at the point of use. Over 20 leakages of 1/32” and and 5 leakages of 1/8” were

detected on the knitting floor. These were all repaired and the company has taken action towards

regular and consistent maintenance. This will prevent further leaks and any issues can be addressed in a

timelier fashion.

Detect and repair compressed air leakage

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5.3.2. JINNAT KNITWEARS LTD.


Jinnat Knitwears Limited (JKL) is a sister concern of DBL

Group and was established in 2008 at Sardagonj,

Kashimpur, Gazipur City, on a 26,765 m2 plot of land. JKL

produces entirely knitted garments with a broad range of

designs, mainly for brands such as Puma, H&M, Wal-Mart,

Esprit, G-Star, Decathlon, MQ (Sweden), Bonita and Gerry

Weber, NEXT and M&S. The factory has 1,981 employees

with 286 working days annually. At the present, yearly

production capacity is approximately 11,200,000 million

pieces of finished garments, with Puma receiving a 33%

share. Output varies depending on the complexity of the

processes required for a particular garment.



Energy US$ 53,183 350,188 kWh US$ 15,058

Water US$ 10,508 19,532 m³ US$ 642

Waste US$ 558.0 7.8 tons US$ 65,641

Total US$ 81,341


a) Replace clutch motors with servo motors on sewing machines

Before SAVE project implemented, the factory operated with 552 clutch-motor sewing machines. A

working clutch-motor machine consumes 0.25 kWh. The system has been advised as out of date and

inefficient operation. A modern model with servo motor had been suggested to replace the clutch

motor in order to save up to 60% energy consumption. Therefore, the motors are gradually being

replaced with energy-saving direct drive DC motors. By the end of the project, the factory has replaced a

quantity of 30 clutch-motor machines into servo motor, which saves 27,885 kWh/ year and equivalent

to US$ 1,199.

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New sewing machines operated

b) Adopt LEAN manufacturing production

The factory currently manufactures excess product with every order in an effort to safely ensure the

requested quantity is met. Beside of 109,660 pieces of surplus amounts per year (2% of total

production), there is an amount of 126,623 pieces/ year rejected purchaser (2.2% of total production).

The rejected products are sold at a reduced price of US$ 1/each. To reduce the materials wasted, the

SAVE project introduced LEAN production throughout the factory’s operation, which appropriately

reduces a minimum of 10% of total excess production. At the moment, the factory has adopted 13 tools

in total of 25 LEAN tools. The adoption of advanced production technique had resulted a resource

savings of 6.8 tons per year (saving US$ 63,796/year).

Kanban box as part of LEAN Process tools

Loading point as a tool of LEAN process

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Production Information as part of LEAN process

5.3.3. KARNAPHULI SHOES INDUSTRIES LTD.


Karnaphuli Shoes Industries Ltd.

is located at Kepz, Anowara,

Chittagong. This factory is a 100

% export-oriented Korean-based

Company and part of the

Youngone Corporation, which is

one of the largest shoe

manufacturers in Bangladesh.



Energy US$ 2,000 3,068,434 kWh US$ 86,157

Water US$ 2,570 12,751 m³ US$ 5,363

Waste US$ 2,936 6 Tons US$ 26,140

Total US$ 117,660

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a) Increase the number of dies in cutting process to reduce the electricity consumption.

For the cutting section of the manufacturing process, each cutting machine had only one die to cut

leather at a time; therefore, the time spent on each panel of leather was a significant amount. The

proposed solution is to increase the number of die per cutting machine. The improvement will not only

save energy, but also reduce the amount of scrap leather. A simple calculation can be used in this case in

order to understand of the efficiency of the proposed method. If there were 5 dies in each cutting

machine, one cutting would give 5 items which means the electricity consumption would be reduced by

a fifth. The factory has, thus far, identified almost 17 cutting machines which can be converted into

double die. One cutting machine has been made accordingly and the factory will continue to make

progress to improve this area. In term of saving amount, the method has helped to save 10,200 kWh per

year, equivalent to US$ 1,047.

The number of dices per cycle increased

The number of dices in cutting process increased

b) Switch off unnecessary lights during day time

The factory had appeared to be lack of awareness in saving energy by switching off unnecessary lights

during the daylight in various areas. Assuming there is 10 working hours per day, the energy

consumption for lighting only was 200,592 kWh per year, which makes up 5.2% of the total power

consumption for the entire factory. In reality, lighting system consumed approximately 301,392 kWh per

year, accounting for 7.82% of the total energy consumed for power generation. Most of these areas

already have plenty of natural daylight and slight need for artificial lighting. While natural daylight

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cannot supply enough light for a full 10-hour day, sunlight can be used for 5.5 hours per day (from 10 am

to 4 pm excluding 30 minutes for lunch). To ensure a conscious effort towards switching off unneeded

lights, the company will perform internal checks and detection. Approximately there are 50% lighting

usage which has been reduced till the end of project. As a result, an annual saving amount of 16,800

kWh which is equivalent to US$ 1,724 has been recorded.

Lamps are turned off when unnecessary

5.3.4. SQUARE FASHIONS LTD.


Square Fashions Limited, located at Zamirdia

,Habir Bari, Valuka, Mymensingh, is a sister

company of the SQUARE Group of Industries,

which has been operating in the textile industry

since 1997. It is a one-stop service destination

for international buyers. The production

capacity of its garments units is 105,000 pieces

per day and the capacity of its fabrics units is 39.5 tons of fabric each day. From 2001, Square Fashions

Limited has expanded to include 1,201,906 ft2 of production area and 9,000 employees.

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a) Replacing clutch motor by servo motor on sewing machine

The factory has nearly 1,000 sewing machines all of which were operated with clutch motors. These

motors are incredibly inefficient as they remain turned on and running even when the machine is idle.

The servo motor is a more energy efficient replacement as it consumes 90% less energy than clutch

motors and is a third lighter. The operator can reverse motor rotation with a switch and adjusted speed

remains the same no matter the pressure placed on the pedal. They have a long lifetime as there are no

parts which will wear down or need adjusting. To minimize the weight of the investment, the factory

only replaces clutch motors as they become unserviceable. Currently, 547 sewing machines are using

servo motors, saving up to 31.16% of the factory’s energy consumption. This equates to 1,861,079 kWh

saved each year

Before (203,343 kWh/year)

After (139,968 kWh/year)

b) Replacing faucets by spray nozzles for printing screen & color cleaning

The factory previously used conventional faucets which were inconvenient, inefficient, and required

more time when cleaning. As a result, they were not economical because they consumed large

quantities of water. To resolve this, the company replaced all 13 faucets with spray nozzles. While this is

a relatively insignificant financial investment, the factory saved up to 68% of its previous water

consumption for cleaning work in the printing sections.


Energy US$ 696,401 7,734,235 kWh US$ 65,726

Water US$ 1,092 226,160 m³ US$ 33,212

Waste US$ 5.00 5 Tons US$ 8,114

Total US$107,052

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Before (7,807 m³/year)

After (2,496 m³/year)

5.3.5. VIYELLATEX LTD


VIYELLATEX Ltd. (VTL), located at 297,

Khairtul, Gazipura, Tongi, Gazipur-1712, is

the composite knit apparel and textile

manufacturing business unit of VIYELLATEX

group. It started its journey in 1996 and is

comprised of Design and Product

Development, Sample, Knitting, Dyeing,

Washing, Cutting, Sewing, and Finishing

sections. Knitting capacity is 27 metric tons

per month and Textile capacity is 30 metric tons per month. Garments have 74 lines, a production

capacity of 1,800,000 pieces per month, and a washing capacity of 24,000 pcs per day.



Energy US$ 13,546 10,320,818 kWh US$ 66,656

Water US$ 439 164,663 m³ US$ 46,106

Waste Labour cost 5.12 Tons US$ 61,677

Total US$ 174,439

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a) Insulation of bare hot surfaces

The factory had many areas of bare, hot surfaces which radiated a significant amount of heat. None of

the valves or accessories was insulated and, in certain instances, the body casings were over 160°C. This

heat can be saved by putting insulation on these surfaces instead of letting the heat waste into the

atmosphere. The experts of the SAVE project recommended approximately 2” layers of rock wool, glass

wool, or insulating jackets on all hot surfaces. This should be established on all the steam headers and

approximately 713 valves and accessories of various sizes which were previously bare. Thus far, the

factory has insulated 1,000 ft2 of surfaces.

Insulation for 4 steam valves Completed insulation of bare hot surface

b) Repair & replace steam traps in steam distribution system

The factory’s stitching floor used thermodynamic steam traps were working inefficiently. It was

discovered that the condensate line, which opens outside the stitching building, was releasing high-

pressure steam. This indicated that the steam traps inside were not working properly. To resolve this,

the factory replaced all of its approximately 65 steam traps with float and thermostatic steam traps in

the ironing section. This recovers 6,081,339 kWh annually.

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5.4. Indonesia

5.4.1. PT. HORN MING INDONESIA


PT. Horn Ming Indonesia (Diamond) is a Taiwan-invested footwear manufacturer established in 1988

that offers low-end, mid-range and high-end casual, sports, and dress shoes. It is located at Jl. Raya

Serang KM 18,8, Cikupa-Tangerang

Banten 15710, about 1.5 hours from

the capital city Jakarta. It produces

Puma shoes with a capacity of 220,000

– 250,000 pairs per month and exports

all output to Europe, the US, and other

countries in Asia. The European market

accounts for a larger share of 50%. The

total number of current full-time

equivalent employees is around 1,900, working on an area of 25,179 m2.



Energy US$ 69,272 277,412 kWh US$ 24,967

Water US$ 50 NA NA

Waste US$ 10 10 tons US$ 769

Total US$ 25,736.00

SAVE Final Report

82


a) Replacing T8 Lamps by LED lamps

Initially, the factory only used inefficient T8 lamps in its buildings, which use large amounts of energy

and have relatively short lifespans. Since the introduction of the SAVE project, Diamond has replaced

30% of its existing T8 lamps in the office and production line with LED lamps. These require less power

and also less maintenance due to a longer lifetime. In the first phase, 392 T8 lamps were replaced;

however, after the rearrangement of the production line (see below), this number of LED lamps was

decreased to 350. The remaining T8 lamps will be replaced gradually as they become unserviceable.

Thus far, the replacement has resulted in a 0.71% electricity savings when compared to the baseline.

b) Upgrading production line by applying Cut-to-box

Previously, the production line was divided into three sections: cutting, sewing, and assembling. This

demonstrates “un-paced” lines where each operator works at their own pace, then passes their

workpieces to the next station, usually by hand. Storage space or “buffer” is provided in between each

pair of workstations in order to temporarily hold work-in-progress items. It sometimes occurs that a

workstation is not able to deliver an item to the next station before the next station finishes processing

its last item. To account for the differences in working speed, the buffer is supposed to help avoid

production interruption. This type of production line contributes to producing waste that adds no value

to the final products although consumers still pay more to account for it.

The Cut-to-Box rearrangement of a production line has since been incorporated into factory processes.

Currently, the line has been rearranged into a lean system (or the PACE system), which is more efficient

and integrated. Instead of working in stations scattered throughout different sections of the factory, the

SAVE Final Report

83

organization has been rearranged so that the production line is not interrupted. Consequently,

production issues or holdups can easily be traced and solved. It also reduces energy consumption as

each production line is powered by its own electric panel. Eight months following the integration of the

cut-to-box rearrangement in six production lines, the company has seen a 4.79% savings when

compared to the original baseline.

Before After

After - Cutting connected to sewing After - Sewing connected to assembly

SAVE Final Report

84

5.4.2. POU CHEN INDONESIA


Pou Chen Corporation was founded in Taiwan in

1969 and established an industrial park in

Indonesia in 1992. It is located at Jl. Raya Serang

Km. 71 Ds. Tambak, Kec. Cikande, Kab. Serang –

Banten 42186. Pou Chen Indonesia began in 2006,

focusing on athletic and casual footwear

manufacturing. It has around 8,000 workers for

PUMA and its capacity is approximately 700,000

pairs per month.



Energy US$ 95,810 291,224 kWh US$ 30,477

Water US$ 2,266 35,894 m³ 11,859

Waste US$ 0 NA 540

Total $42,876


a) Installing transparent roof

The factory worked to reduce its reliance on artificial lighting by installing a translucent roof. By taking

advantage of natural light sources, the company saves on its lamp usage and electrical consumption.

This saves 114,307 kWh annually

Before – no transparent roof After – Transparent roof installed

SAVE Final Report

85

b) Deskripsi Dust Collector Modification

Pou Chen has implemented an efficient dust collector and installed a reduced power motor. This

reduces the factory’s energy consumption and saves approximately 104,328 kWh annually. Financially,

this should save US$ 10,954.

Before After

SAVE Final Report

86

SECTION SIX

List of all measures implemented per factory

The following tables provide listing of all implementations of all participated factories in 4

countries.

Investment (US$） Annual Financial Savings (US$)

Annual Resource Savings

Energy (kWh) Water (m³)

Waste (Ton)

CHINA

COSMO

ENERGY

Reconstruct double layer hollow glass window (change to sun protection film) 1,028

720

5,400

Change T8 lamps to LED lamps 1,295

817

6,000

Change to new air conditioners 1,250

3,750

28,125

Temperature control in the film workshop 163

319

2,395

Upgrading compressed air pipes from plastic hoses to a metal pipes 200

514

3,858

WATER

Upgrading rainwater harvesting 216

9 20

Cleaning of the filler in circulating tower for cooling-water machine

Investment on human resource

44

100

WASTE

Recycling fabric packing bags Labor cost 13,423 12.7

Standard sample retention Labor cost

2,267 reduce by 30%

Increase the reuse of paper core tube Labor cost

8,936 23

NINGYUAN SHINEWAY

ENERGY

Continue to change the production mode from assembly line to unit line 8,833

562

3,744

Improvement of measurement system and the evaluation of energy consumption quota 667

690

4,600

Detection and repair of compressed air leakage 667

2,574

17,160

Strengthen the oven insulation 1,000 2,088 13,920

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87

Energy saving training and awareness raising 4,800

468

3,120

Maintenance on the exhaust fans and motors 300

4,994

33,292

WATER

Change to water saving faucets 1,167

250

624

Modification and maintenance of water tower


115

287

Water balance test & water metering management 2,500

1,248

3,120

WASTE

Reduce food waste 33

250

0.15

Recycling wood waste 167

583

100 pieces

Waste equipment recycling 1,500

2,500

300 pieces

Garbage collection Investment on human

resource Not quantified Not quantified

HUACHANG

ENERGY

Improvement of measurement system and the evaluation of energy consumption quota

13,333 64,420 1,815,949

Heat preservation for the flue of oil furnace

3,333

17,416 168 tons of coal

Detection and repair of compressed air leakage

1,667

6,678

52,722

Energy saving training and awareness raising

333

17,687

1,210,633

Air conditioning temperature control 333

153,347

139,635

Installing photovoltaic power generation system

1,666,667 256,250 1,250,000

WATER

Reconstruct faucets 1,667

9,797 20,625

Improving barrel-washing area and water reuse process

10,333

3,563 7,500

Improvement of measurement 4,500

6,051 12,739

Reuse of alkaline wastewater from the toluene workshop

5,167

5,700 12,000

WASTE

Reuse of paper core tube 833

5,950 13

Waste reduction 833

12,767 8

Sludge reduction 833 12

SAVE Final Report

88

8,000

Performance evaluation for the release Paper

3,333

33,333 20

XINGUANG

ENERGY

Modification of steam pipe and steam trap

375

528

3,167


219

1,051

6,304

Transforming the traditional clutch motors to servo motors and installing new sewing machines

7,450

2,105

12,632

Avoid idle lighting 7,473

2,080

12,480

Dismantling exhaust fans and setting up ceiling fan

4,125 4,350 26,100

WATER

Upgrading water taps to improve the water supply system

120

120 253

Water balance test & the improvement of measuring management and assessment

investment on human resource

Not quantified Not quantified

WASTE

Complete waste measurement system Investment on human


Replace the PE bags by cloth bags Investment on human


Reduce paper waste 219

3,863 Not quantified

LEE&MAN

ENERGY

Improving the Production Process and Site Layout

150,444

6,045

35,545

Change of servo motor 6,838

202

1,189

Avoid idle lighting 12

500

2,940

Exhaust fan & motor maintenance Investment on human


Air conditioner maintenance 6,917

22

130


133 Not quantified Not quantified




Change to LED lamps 6,000

6,889

40,508

WATER

SAVE Final Report

89

Improving the Production Process and Site Layout


1,400 570

Reconstruct faucets 3,333

1,450 3,480

Redesign of Dormitory Bathroom’s Water Supply System

300

391 937

WASTE

Electronization of production record 2,775

1,678 1.36

Waste material emission reduction 1920

4,955 0.98

DONGGUAN TAIHING

ENERGY

Heat preservation of dye vat Investment on human



438

5,808

42,000

Improving sewing machines 73,600

9,714

71,080

Exhaust fan & motor maintenance (1) Investment on human

resource

2,255

16,500


resource

683

5,000

Reconstruct drawing machine Not quantified Not quantified Not quantified

Avoid idle lighting 30,396

3,836

28,065

Air conditioning temperature control 21

97

680



219

1,600

WATER

Reconstruct faucets 233

370 660

Water saving measures in dyeing workshop

16,667

325 580

Regularly maintenance in dyeing workshop and repairing leakage


274

490

WASTE

Cleanliness control recycled material Investment on human

resource 11,750 4.7

Reduce yarn / ribbon waste Investment on human

resource

3,400 1.36

Replace wood plates with plastic ones 750 Not quantified Not quantified

SAVE Final Report

90

Reuse of packaging waste (Replacing plastic pallets by recycled wooden pallets and cardboard boxes)


105 0.06

Sludge reduction 75 Not quantified Not quantified

BAOJIN

ENERGY

Modification of steam pipeline and steam trap

708

150

1,000

Improving energy metering system 3,750

1,275

8,500




Avoid idle lighting 333 173 1,150




Replace the refrigerant in the air conditioner from R22 to HCR22 or R290

167

750

5,000

Air conditioning temperature control Investment on human




WATER

Reconstruct faucets 750

200 600


750

700 1,200

WASTE

Reduce food waste 83

167 1

Replace the PE bags by cloth bags 150 Not quantified 3000 pierces

Improve the label on the transfer boxes 250 Not quantified 5000 pieces

Complete waste measurement system 133

333 2

BUILD YET

ENERGY

Reusing air compressor’s waste heat 24,667 564 3,744

Distribution room management Investment on human





Improvement of toe steamer 1,050 Not quantified Not quantified

SAVE Final Report

91




Adjust the cryogenic temperature for the coolers



Motor maintenance Investment on human


WATER

Toilet water management 583 Not quantified Not quantified

Improvement of measurement investment on human


Water collection 181 Not quantified Not quantified

WASTE

Improve the pouring process Labor cost Not quantified Not quantified

Complete waste measurement system Labor cost Not quantified Not quantified

UNITEX/DURAFLEX

ENERGY


793 51,631 72,544

Frequency conversion of air compressor 3,811 1,434 2,020








Maintenance of cooling water pipe 500 Not quantified Not quantified

WATER

Change to water saving faucets 635 785 864




WASTE

Waste reduction in key departments Investment on human


FORMOSA (ZHONGSAN)

ENERGY

Electric on-line metering 20,943 Not quantified Not quantified

Upgrade dyeing machine 1,283,016

130,830 Water:2764.8 m3

Steam:864 tons

SAVE Final Report

92


347 1,142 9,135

Heat preservation of steam pipe valve Investment on human


Upgrading old machine to energy-efficient model

31,284 11,171 96,000

Detection and maintenance of centrifugal air compressor


Change to LED lamps 7,254 12,617 108,000

Avoid wasteful use of compressed air 317 Not quantified Not quantified

WATER

Toilet water management 33 110 630

Circulating water treatment investment on human


WASTE

Improve utilization efficiency of steam, reduce emissions of cinder


Sludge reduction 1,000 Not quantified Not quantified

Replace plastic film with cloth film for the material transfer vehicle


GOLDEN PRENE

ENERGY


5,033 Not quantified Not quantified

Servo motor upgraded on sewing machines

236,930 82,477 580,180

Change T5 lamps to LED lamps Not quantified Not quantified Not quantified

Avoid idle lighting Investment on human








Exhaust fan & motor maintenance 926 Not quantified Not quantified

Air conditioning temperature control 139 Not quantified Not quantified

Improving air cooling environment for air compressor


WATER

Change to water saving faucets investment

on human resource Not quantified Not quantified

Water quota system investment


Water saving for urines in men's room


Repairing water pipe leaks 11,667 40,000 48,400

SAVE Final Report

93

WASTE

Complete waste measurement system Investment


Waste equipment recycling 555 2,600 Not quantified

Reduce food waste Investment


GOODDALE

ENERGY

Upgrading servo motors on sewing machines

187,874 26,394 153,753


Hot water pipe insulation on the dormitory roof

1,007 502 2,735





Air conditioning temperature control 83 Not quantified Not quantified



WATER

System maintenance for the environmental protection air conditioning



Apply water efficient valve into water faucets

100

1,238 2,700

Improvement of measurement 83 Not quantified Not quantified

WASTE

Reduce paper waste Investment on human


Garbage collection Investment on human


ORTHOLITE

ENERGY


379

3,000

18,000







SAVE Final Report

94




Change T8 lamps to LED lamps Not quantified Not quantified Not quantified



WATER

Partial replacement of faucet in dormitory

379 6,000 3,000

Insulating hot water pipes on dormitory roof

7,099 5,213 20,244

Improvement of measurement investment on human


WASTE

Use larger package Investment on human


Reduce food waste Investment on human


Garbage collection 167 200 Not quantified

RONGCHENG

ENERGY




Adjust air pressure of air compressors Investment on human


Installation smaller air compressor to reduced idling time

Not quantified 444 2,665

Reduce unnecessary lighting on the production line


800

4,800


Replacement of sewing Machine 41,667 3,000 18,728



Improving maintenance on Exhaust fan & motor




Lighting improvement 16,667 1,384 8,640



WATER

Reconstruct faucets 83 Not quantified Not quantified

Change to water saving toilet 250 25 30

WASTE


resource Not quantified 36

Replace wood plates with plastic ones 1,417 Not quantified Not quantified

SAVE Final Report

95

Double side printing Investment on human


Woven bag recycling Investment on human


SANFANG

ENERGY




Heat preservation of pipes Investment on human


Equipment maintenance Investment on human







Change T5 lamps to LED lamps 14,200 Not quantified

189,900

WATER

Change traditional faucets into water-saving faucets

358 4,167 10,000

Circulating water treatment investment on human


Improvement of measurement and evaluation



WASTE

Complete waste measurement system, raise environmental awareness





SHENZHOU GARMENT

ENERGY



Change of servo motor 126,967 19,753 107,744



Led lamp improvement 12,600 8,709 48,384

Replace the refrigerant in the air conditioner from R22 to HCR22 or R290





WATER

Reconstruct faucets 400 Not quantified Not quantified

SAVE Final Report

96



WASTE

Reduce food waste 3,950 Not quantified 96

Replace the PE bags by cloth bags 50 888 2

Reuse of waste material in workshop Investment on human


SHENZHOU HEADQUATER

ENERGY


8,333 65,000 500,000

Change of traditional lighting lamp 9,808 6,435 49,500

Heat preservation for the heating line of oil furnace

83,333 50,000 Dye saving



Upgrade dyeing machine 3,333,333 Not quantified Not quantified

Replace caustic soda with Bio enzyme cannot measure Not quantified Not quantified

Heat preservation of valve 8,333 Not quantified reduce heat loss by

about 20%




Collection and reuse of heat from yarn cylinder

333,333

583,333 190~200 tons of steam

WATER

Toilet water management 833 1,972 2,152

Reconstruct faucets investment on human


WASTE

Replace plastic bag with measuring cup for sample additive



Replace plastic core with paper line core Investment on human resource


TIENSUNG

ENERGY

Installing vertical air conditioner 14,217 8,559 54,586

Ventilation system maintenance for air conditioner

1,338 2,822 18,000

Circulating water treatment for air conditioner

56 8,043 51,300

Detection and repairing compressed air leakage

697 1,975 12,593

SAVE Final Report

97

WATER

Upgrading to high-efficient water taps 261 5671 15,501

Installation of aluminum piping in dormitory

2,613 460 1,320

WASTE

Applying paperless office 3,000 2,205 2.2

CAMBODIA

AKEENTEX

ENERGY

Replace T8 Lights with LED 33,951 33,951 154,323

Replace Mercury lamps to CFLs 5,647 5,647 25,666

Apply insulation on steam pipes 856 856 59

Install water softening systems Not quantified Not quantified Not quantified

Replaced new boiler 33,951 4,727 326

WATER

Establishing water management system and maintaining leaking

300 744 3,719

Raise awareness of workers on water conservation

Not quantified Not quantified Not quantified

WASTE

Segregate waste at source and transport to specific waste recycle organization

966 744 not quantified

Segregate solid waste from sewing & packaging sections (in production) for reusing and quantified solid waste

NA Not quantified not quantified

JIT TEXTILE LIMITTED

ENERGY

Replace lamps from T8 (36W) to LED (20W)

8,181 25,282 126,410

Replace lamps from T8 (36W) to T5 (28W)

16,836 66,895 334,475

Replace 75 Air-conditioner to three-star or higher energy efficient ones (Inverter AC)

4,460 19,024 95,120

Repair air leaks in valves and pipes 200 5,525 27,625

Replace clutch motor with servo on sewing machine

460,200 114,234 571,170

Upgrading production line by applying just in time and improving proper maintenance

Not quantified 423,540 2,117,700

WATER

Replace taps without aerators to taps with aerator taps

492 2,822 7,839

Reduce water use in toilet flushing by adjust the level of water in the flush reservoir

150 469 1,302

Do condensate recovery 150 201 559

SAVE Final Report

98

Rainwater harvesting 28,000 13,070 4,700

WASTE

Reduce and reuse documentation paper Labor cost 601 0

Sell the cardboard tubes of fabric roll back to recycle company

5,000 907 5

Sell waste poly bags at the fabric waste warehouse

Labor cost 3,160 16

Reuse plastic sewing thread cones Labor cost 8,218 41

Segregation waste in canteen area Labor cost 298 1

Optimize use of print paste Labor cost 24 0.07

KAOWAY

ENERGY

Install the transparent roof for natural sunlight usage in the building

6,024 4,652 34,206

Replace T8 (46 W) tube with LED (18 W) 30,510 5,324 39,150

Install electricity meters in each building to measure regularly power consumption and to have better management of energy use

500 3,300 24,265

Repair the leakage of compressed air 500 4,350 31,985

WATER

Repair and to prevent leakage of water in woman and man toilet and dining area

minor 7.2 48

Establish water management system 800 7547.2 2,717

WASTE

Waste management by better separation and selling to third party for recycling

100 Not quantified 6

KHMC

ENERGY

Replace T8 to T5 3,320 4,032 20,160

Set the default temperature in air conditioner to only 25oC

Labour cost Not quantified Not quantified

Replace T5lamps to LED lamps 100,450 64,288 321,440

Saving from applying just-in-time production line

Labour cost 130,136 650,680

WATER

Modified the existing faucet by installing flow restrictor flow rates without restrictor = 15 liters/min & flow rates with restrictor = 12 liters/min


WASTE

Adopt paperless office system, standard operation procedure needs to be established

Labor cost 3,570 Not quantified

Applying just in time production line Labor cost not quantified 56

SAVE Final Report

99

Waste segregation Labor cost not quantified not quantified

MV3

ENERGY

Maximize the load of the DG set and install capacitor banks in all building to maximize the power factor

43,953 56,255 244,587

Replacing T5 with LED 48,338 46,690 203,000

Reset the air conditioner in office from 18°C to 25°C

Labour cost 12,606 54,810

Insulate the steam pipe and recover condensate

3,500 1,050 4,565

Improve the compressor room condition

Labour cost 125 543

Switching off unnecessary light in the daytime


Replacement of steam traps 137 Not quantified Not quantified

WATER

Control water utilization in washing process


Use low flow faucets 500 167 1,113

Repair water leaks Not quantified 702.528 4,684

Implement corrective action by establishing water management system by installing meter and recording system

100 1351 9,007

WASTE

Replace cardboard spool to plastic type spool

Labor cost 2,250 4

Adopt paperless office system Labor cost Not quantified Not quantified

To implement returnable container to replace paper carton

Labor cost Not quantified Not quantified

Purchase and install 5 waste separation and collection bin


SHENZHOU (Cambodia)

ENERGY

Replacing Wood Boiler with new Biomass Boiler

130,000 3,400 3,337

Replacing T5 with LED 79,820 21,861 21,861

Install meter to measure and power consumption management ( for Building E and F)

600 Indirect saving Indirect saving

Install dust precipitator for Boiler 500 Reduce CO2

emission Reduce CO2

emission

WATER

Repair all leaks 100 525 525

SAVE Final Report

100

Harvest rain water 2,080 650 650

Install water meter 100 Not quantified Not quantified

WASTE

Go paperless Labor cost 659 207

Proper waste segregation Labor cost Not quantified Not quantified

Overall waste reduction Labor cost Not quantified 18% reduction

BANGLADESH

ASWAD COMPOSITE

ENERGY

Repair or replacement of steam traps in the ironing section

636 33,908 937,750

Repair compressed air leakages 218 18,801 167,863

Switch off unnecessary lights during the day time

Not quantified 1,543 13,773

Boiler feed tank insulation 100 2,912 80,528

Recover steam condensate Not quantified 2,149 59,434

Replace clutch motors with servo motors


Reduce light intensity in some areas

Not quantified

540

4,824

Reduce excessive Boiler Blow-down 100

585

16,165

WATER

Replace current water taps by taps with aerator taps


Repair leaking taps and educate staff to turn off after use

Not quantified 41.58 1,485

Establish a water management system 385 Not quantified Not quantified

Regenerate resin softener column regularly to improve boiler feed-water hardness

Not quantified 3 Not quantified

WASTE

Replace cardboard spool by reusable plastic spools


Introduce Lean manufacturing practice Labor cost


Dust collection from knitting section Labor cost Not quantified Not quantified

Careful record keeping of material Labor cost Not quantified Not quantified

SAVE Final Report

101

consumption versus waste generation

JINNAT

ENERGY

Reduce light intensity in some areas 6,856

3,197

74,360

Switch off unnecessary lights during day time

NA 2,435 56,620

Repair compressed air leakages 625 2,609 60,673

Replace T8 light with T5 light 10,625 1,804 41,950


35,000 1,775 41,270

Recover the steam condensate 77 3,239 75,315

WATER


15 119 4,247

Replace water taps without aerators by taps with aerators

1,260 279 9,967

Replace single flush cisterns with dual flush

2,964 29 1,030

Begin Rain Water Harvesting 5,961 184 6,586

Do regeneration of water softener resin column only when required


WASTE

Adopt paperless office system 558

1,845 1

Segregate the wastes at source of generation


Introduce Lean manufacturing practice Labor cost

63,796 7

KARNAPHULI

ENERGY



Repair compressed air leakages Labour cost 5,957 50,914

Control the efficiency of the furnace 2,000 48,900 2,750,000

Increase the number of dies in cutting process to reduce the electricity consumption.


Carry out proper load balancing in power distribution system

Labour cost 20,762 177,451

Education and Awareness In energy. Labour cost 2,253 19,259

SAVE Final Report

102

Implement corrective action by establishing an energy management system.


WATER


53 413 3,751



Stop raw water softening to use domestic purpose.

Not quantified 3,960 Not quantified

Setup water measure and management system


WASTE

Reduce spillage and develop efficient chemical management

Labor cost

20,140 6

Segregate the wastes at source and store according to their commercial value

60


Careful record keeping of material consumption vs. waste generation


Improve cleaning in EVA press machine to reduce waste


Collection dust from rubbing section


Work toward a paperless office system Labor cost Not quantified Not quantified

SQUARE FASHIONS

ENERGY

Switch off unnecessary lights Labour cost

223

5,943

Replace T8 light with T5 light 14,704 2,056 54,834


673,469 3,965 105,742

Repair compressed air leakages 237

13,544

361,176

Compressed air is used for cleaning human body which wastes energy and is a safety risk

Not quantified

341

9,103

Improve steam pipe insulation 7,991

8,748

1,380,897

Improve existing Condensate Return System

Not quantified

36,848

5,816,540

WATER


1,015 1,784 29,736

Minimize water in washing process Not quantified 3,861 24,131

SAVE Final Report

103

Use Trigger Nozzles instead of open high pressure taps to clean printing skin

77 850 5,311

Water saving from Energy Opportunity 1.8


WASTE

Eliminate use of edible oil plastic containers

Labor cost 8,100 3

Install a salt recovery system to reduce use of fresh Glauber’s salt


Work toward a paperless office system Labor cost

13 2

Improve Lean Manufacturing practice Labor cost Not quantified Not quantified

VIYELLATEX

ENERGY



Repair of compressed air leaks 1,200 1,669 83,437

Recover and reuse of steam condensate 1,700 18,614 2,938,314

Increase the efficiency of boilers 900 5,356 845,427

Insulation of bare hot surfaces 6,326 1,120 342,448

Repair & replace steam traps in steam distribution system

3,420 38,526 6,081,339

Take immediate corrective action required for MDB of generator-2


WATER

Repair water leaks and educate staff to turn off after use



219 1,048 3,742

Use trigger nozzles instead of hose for floor washing or bucket cleaning

270 346 1,235

Replace single flush toilets with dual flush

Not quantified 27 95

Establish a water management system Not quantified Not quantified Not quantified

Water saving from Energy Opportunity 1.3 & 1.6


WASTE

Adopt paperless office system Not quantified

1,126 1

Segregate the wastes at source of generation

Not quantified


Introduce Lean manufacturing practice Not quantified

55,152 5

INDONESIA

PT HORN MING DIAMOND

ENERGY

Replace T8 Lights to LED at both production and office area

4,307 935 10,393

SAVE Final Report

104

Preventive maintenance fixing leakage air pressure

649 163 1,814

Energy efficiency campaign and training awareness

8 3,679 40,878

Rearrange of mechanical ventilation System

43 470 5,221

Belt re-adjust on ventilating system 88 111 1,235

Substitute motors at hydraulic cutting machine with servo type

32,947 953 10,584

Routine predictive maintenance using IR-thermography camera


Cut-To-Box implementation on assembling line

31,076 18,656 207,288

WATER

Establishing metering & accounting system


Upgrading to efficient water taps 40 Not quantified Not quantified

Installing Spray Bidet Heads 30 Not quantified Not quantified

Replacing broken water tank to new one 20 Not quantified Not quantified

WASTE

Sale of stored waste 8 769 10

Take back policy on metal containers cans and thick card rolls


Reuse/recycle cut parts of various types and sizes


PT POU CHEN

ENERGY

Replace T8 to T5 Fluorescent Tube in production line

8,640 3,793 36,471

Install individual switch for better zoning control

500 210 2,003

Insulation Improvement in Oven & Dryer

5,000 3,810 36,288

Inter-connect all cooling towers with temperature control sensors

350 466 4,480

Preventive maintenance and fix the leakage of air compressor

500 3,175 30,240

Re-adjust belt and pulley tension of exhaust fan

300 3,880 37,307

Maintain constant air throughout the plant

38,000

808

7,697

Flat sky light installation 35,000

12,002

114,307

Dust collector modification 5,000

1,506

14,480

Install motion sensor and power saver 2,520

827

7,951

WATER

Improved Design Water Taps 6,232 15,378

SAVE Final Report

105

4,921

Install Spray Bidet Heads 1,000

389 1,216

Divert Mid-sole/Out-sole machine discharges to ETP 50

403 1,259

Metering & accounting of water consumption 500 4,408 13,775

Improve toilet design to efficient type 6,000 1,365 4,266

WASTE

Reducing waste of print paper/ink Labor cost 540 0

Segregating green waste and garden waste and installing composter Labor cost Not quantified Not quantified

SAVE Final Report

106

COMPANY INDEX

A

AKEENTEX PTE., LTD ......................................................... 59

ASWAD COMPOSITE MILLS .............................................. 71

B

BEAUTIFUL SPRING FOOTWEAR CO., LTD. ....................... 65

BOU JIN (YANGZHOU) GARMENTS CO., LTD.................... 34

BUILD-YET SHOES CO., LTD. ............................................. 37

C

COSMO TEXTILE COMPANY LIMITED ............................... 21

D

DONG GUAN GOLDEN PRENE SPORTING GOODS LTD. ... 43

DONGGUAN TAIHING ZIPPER FACTORY CO., LTD ............ 32

F

FORMOSA TAFFETA (ZHONGSHAN) CO., LTD. ................. 41

FOSHAN XINGUANG KNITTING CO., LTD ......................... 28

G

GOOD DALE (SPORTSWEAR) LTD. .................................... 45

H

HEYUAN TIEN SUNG SPORTING GOODS CO., LTD............ 57

HUACHANG/ KEY (FUJIAN) MICROFIBRE CO., LTD .......... 25

J

JINNAT KNITWARES LTD. ................................................. 73

JIT TEXTILE LIMITED (CAMBODIA).................................... 61

K

KAOWAY SPORTS LTD ...................................................... 63

KARNAPHULI SHOES INDUSTRIES LTD ............................. 75

L

LEE&MAN/ DONGGUAN JIA XIN HANDBAG CO., LTD ..... 30

M

M&V3 INTERNATIONAL MANUFACTURING .................... 67

N

NINGBO SHENZHOU HEARTQUATER CO., LTD. ............... 55

NINGBO SHENZHOU KNITTING CO., LTD. ........................ 53

NINGYUAN SHINEWAY SPORTS LTD ................................ 24

O

ORTHOLITE/ DONGGUAN ECO POLYMER CO., LTD......... 47

P

POU CHEN INDONESIA..................................................... 84

PT. HORN MING INDONESIA ........................................... 81

R

RONG CHENG SPORTS LIMITED ....................................... 49

S

SAN FANG (CHINA) .......................................................... 51

SHENZHOU (CAMBODIA) CO., LTD .................................. 69

SQUARE FASHIONS LTD .................................................... 77

SAVE Final Report

107

U

UNITEX METAL AND PLASTIC ACCESSORIES LTD. ............ 39

V

VIYELLATEX LTD ............................................................... 79

SAVE PROJECT - Pumaabout.puma.com/damfiles/default/sustainability/SAVE/SAVE_Final...... and accessory supply chain in Asian countries. The project name, ... H&M’s business ... a

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