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Achieving CO2 neutrality
As a rule, the actual state of the business serves as the basis and starting point. In order to determine this, key figures play a decisive role. In breweries, for example, these can be the hectolitres of beer produced for sale, in malt houses, for example, the tonnes of finished malt produced. If these specific consumption values in the area of energy are calculated at regular intervals (minimum period one year), for example for the entire company and additionally for different production departments or even individual machines, an internal comparison can be made over a very long period of time and the company's own development can be tracked.
Classification within the industry
It can be even more useful to compare with other businesses in the same sector and of a similar size. However, due to structural differences (own malting plant, proportion of beer bottled by third parties, AfG proportion), direct comparisons are not always possible without problems, especially in the brewing industry. For meaningful comparability, a common reference value basis is needed, which evaluates the product quantities passed through for each department individually and takes into account consumers that are not specific to the company. Suitable and meaningful benchmarks do exist, especially for breweries.
When looking at operational key figures, one must be clear about the meaningfulness: Absolute figures only provide a fuzzy direction; more meaningful are specific key figures that relate to certain quantities, such as kWh of electricity per hl of beer soldIdentify potential for improvement
After determining the current status and, at best, one's own classification in comparison to the industry, it can then be recognised at a glance in which areas (heat, electricity, water), in which departments (brewhouse, fermentation/storage cellar, bottling, etc.) and in which utilities (refrigeration, compressed air) there is greater potential for improvement.
CO2 balancing
After determining the actual energy status, the own carbon footprint (CF) can be determined, building on this data basis. For a carbon footprint, the scope must first be determined. The categories are divided into three different scopes. At least the first two scopes should definitely be included in the consideration. There, all emissions are included that arise within the company itself (Scope 1) or emissions that are released indirectly by energy suppliers (Scope 2).
Scope 3 includes all other emissions of climate-damaging gases in the upstream and downstream supply chain.
The CO2 footprint can then be determined as general carbon dioxide emissions in tonnes or as a product carbon footprint, in which the emissions are again set in relation to a reference value, in the specific case then to an individual product or the entire production volume (e.g. kg CO2/hl sold beer).
Identification of potential
The next step is to identify the concrete savings potential. Saving energy is the first step on the way to climate-neutral production. The less fossil energy that has to be replaced by regenerative energy, the easier the complete transformation will be. A systematic inventory of all departments is a good way to get a first visual impression (malt reception, brewhouse, fermentation and storage cellar, etc.). This is best done by an external consultant, because decades of service by skilled personnel often means a certain degree of "operational blindness" in addition to great know-how. In addition, a clear view and the experience gained from many consultations, even across sectors, together with detailed in-house knowledge, usually always lead to synergy effects.
The results of such investigations of savings potentials can be, for example, the installation of more efficient motors or energy optimisation of the hot water balance in the overall operation.
Structural measures
In addition to savings measures, existing structures must also be adapted in the course of the transformation so that the subsequent switch to renewable energies is easier. There is no standard solution for this; individual considerations must always be taken into account. The greatest challenge in the future will certainly be to substitute process heat (steam, high-pressure hot water), which is almost exclusively generated by fossil fuels. One approach to heat generation and distribution could be to decouple low- and high-temperature consumers and reduce the demand for steam or high-pressure hot water to an unavoidable minimum. Low-temperature consumers could then be supplied from suitable heat sources (waste heat, ambient heat) at a lower temperature level by means of heat pumps. This is called sector coupling, because here heat demand is replaced by electricity. Of course, the electricity needed for this should come from renewable sources.
The production of green hydrogen and feeding it into the natural gas grid, e.g. from surplus photovoltaics, will be a sensible concept in the futureSwitching to renewable energies
The final step can then be the switch to renewable energies. Of course, this can also be done in parallel. Companies should always keep an eye on various funding opportunities, both for efficiency measures and for the switch to renewable energies or for the creation of transformation concepts.
The development of new technologies must also be kept in mind, for example hydrogen. The generally advanced electrification of all sectors leads us to expect an increased production of H2 in the future. A certain percentage of this can then be added to the existing natural gas network or alternatively carbonised with CO2 to produce green methane. However, no one can say exactly when this scenario will become reality or when it will be available for widespread use.
Generating your own electricity
In the coming years, a central role will be played by the company's own electricity generation. At present, this is most economically feasible by means of photovoltaics. The self-generated electricity can replace part of the purchased electricity and, if there is enough surplus electricity, can be used in other ways. Sensible storage concepts will be crucial for this. In addition to converting green electricity into hydrogen, hot water tanks can also be heated electrically or the energy can be stored in the form of solid storage (e.g. steel). Other approaches such as hybrid boilers, which are electrically heated and additionally equipped with hydrogen firing, also represent promising technologies.
It is important to optimally combine the individual operational requirements with the technical (and partly local) possibilities in order to find the best possible solution. Ultimately, it is about a coordinated overall concept with optimal interaction of different technologies and areas.
We will not be able to rely on the nationwide supply of green electricity in the foreseeable futureConclusion
The energy transformation, starting from the status quo, towards climate-friendly - or better: climate-neutral - production, is probably the greatest challenge for the brewing and malting industry in the next twenty to thirty years. It is crucial for every company to develop a guideline on how this path can best be followed. The subject is extremely complex, so cooperation with external experts is advisable.
Relying solely on the future nationwide supply of green electricity and green natural gas will not work. It is up to each individual company to promote energy self-sufficiency in a timely manner. This article and this conclusion can also be understood as a call for active participation. The energy transition will only succeed if everyone participates.
