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STUDENT PERSPECTIVES:

“I was forced out of my comfort zone by taking on more responsibility than what I am used to, but I am so happy that I pursued an internship through the IDNR. I would definitely recommend this internship program to other students.”

— Zac Schanau, University of Wisconsin-Platteville

“The confidence boost from managing and completing my own project allowed me to see that I can use the skills I have learned from school to actually solve a problem that from the start may not have seemed all that easy.”

— Brett Overton, St. Ambrose University

“Enormously valuable. I cannot speak highly enough about how great this experience has been.”

— Andrew Davis, Iowa State University

“This internship provided a unique project management opportunity. Professionally I am rewarded with engineering experience and references. Personally, I am very glad to learn more about water treatment, as it is a field that interests me.“

— Caleb Gibson, St. Ambrose University

“The intern project met our objective of building a solution for water savings. Our experience with this program was excellent in how it revealed a lot of information and data regarding our current processes. Hormel expects to see significant utility cost savings that will more than pay for the cost of this program.”

— Christen Geremesz, Hormel Foods Corporation

“The real value of the intern program has been to obtain a talented engineering student to compile data and provide an in-depth technical analysis, with actionable recommendations. The results from our P2 projects have helped us to make informed decisions that improve our efficiency and reduce our operating costs.”

— Todd Fails, Zoetis

COMPANY TESTIMONIALS:

www.iowap2interns.com

www.iowap2services.com

CASE SUMMARIES WRITTEN BY 2016 P2 Interns

PROGRAM TEAM

Danielle DilksJeff Fiagle

Chuck GeguzisJennifer Reutzel Vaughan

EDITING & DESIGN Cooper Smith & Company

CONTRIBUTING PHOTOGRAPHERSAmie DavidsonDanielle Dilks

FABA SECTION SUPERVISORJennifer Wright

LAND QUALITY BUREAU CHIEF Alex Moon

ENVIRONMENTAL SERVICES DIVISION ADMINISTRATOR

William A. Ehm

IOWA DNR DEPUTY DIRECTORBruce Trautman

IOWA DNR DIRECTORChuck Gipp

Iowa Department of Natural Resources502 East 9th Street

Des Moines, Iowa 50319-0034Phone: 515.725.8353

2 DIRECTOR’S NOTE

3 2016 EXECUTIVE SUMMARY

COMPANY INTERN

4 ALCOA, INC. ............................................................................................................................... Monica Hemingway

6 BRIDGESTONE AMERICAS TIRE OPERATIONS .................. Anthony Gregorio

8 CARGILL, INC. ......................................................................................................................... David Nytko

10 CF INDUSTRIES .................................................................................................................... Graham Young

12 CITY OF BLOOMFIELD .............................................................................................. Jacob Hoogensen

14 CITY OF CLINTON............................................................................................................. Caleb Gibson

16 HACH COMPANY ............................................................................................................... Andrew Davis

18 HORMEL FOODS CORPORATION ............................................................ Brett Overton

20 PRINCIPAL FINANCIAL GROUP 2016 ............................................... Annabel Seeling

22 PRINCIPAL FINANCIAL GROUP 2015 ...............................Robert Scanlon

24 SIVYER STEEL CORPORATION ..................................................................... Madison Currie

26 WELLS ENTERPRISES, INC. ................................................................................ Logan Clark

28 WEST LIBERTY FOODS, LLC ............................................................................. Justin Williams

30 WINNEBAGO INDUSTRIES ................................................................................. Jesse Lumpa

32 ZOETIS 2016 ............................................................................................................................. Zac Schanau

34 ZOETIS 2015 ................................................................................... Joel Morton

36 PROJECT INDEX

CONTENTS

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4

In these pages, the Iowa DNR is proud to recognize the significant accomplishments of the 2016 Pollution Prevention Intern Program. The successful efforts of this year’s intern companies have added to this program’s results so that since 2001, environmental improvements saving more than $81.9 million have been implemented. This has been accomplished through a partnership between businesses, colleges and universities and government. In addition to the cost savings, Iowa companies again demonstrated their commitment to innovative, forward-thinking environmental initiatives. Projects this year incorporated intensive data gathering and analysis that led to process efficiencies, zero landfill initiatives, life cycle analysis of production costs, and development of environmental management systems. All of these efforts have helped Iowa businesses become stronger, save money, and reduce their environmental impacts.

Since 2001, more than 175 Iowa businesses have hosted upper level college and university students through our Pollution Prevention Intern Program to identify and implement innovative changes that will help them utilize their resources more efficiently. Interns gain valuable on-site project experience while lending their expertise to a targeted project that will help their host company make strides toward meeting corporate environmental goals and reduce operating expenses.

Through the implementation of Pollution Prevention methodologies, host companies have proven year after year that reduced costs and environmental stewardship do go hand-in-hand. The projects summarized in this book are no exception and demonstrate that implementation of these projects is not only good for business but they are also good for Iowa.

We commend the interns and host companies of the Pollution Prevention Intern Program for their continued efforts to enhance our natural resources and improve the quality of life for all Iowans.

As you read the testimonials and project summaries that follow, I encourage you to look at your environmental priorities and consider how an engineering intern could help your company move forward in meeting your environmental goals. We look forward to partnering with you through our Pollution Prevention Intern Program for the summer of 2017.

DIRECTOR’S NOTE

ENVIRONMENTAL RESULTS AND COST SAVINGS FROM IMPLEMENTED INTERN PROJECTS

CUMULATIVE IMPLEMENTED SAVINGS 2001–2016

CATEGORY REDUCTION UNITS COST SAVINGS

WATER CONSERVATION 2,591,571,082 GALLONS $7,488,065

SPECIAL WASTE 75,681 TONS $943,275

SOLID WASTE 146,085 TONS $15,593,598

HAZARDOUS WASTE 8,588 TONS $14,992,365

MERCURY ABATED 42,817 GRAMS

ENERGY384,477,4879,983,0622,310,528

KWHTHERMS*MMBTU

$21,707,252$7,278,735

ADDITIONAL COST SAVINGS $13,906,545

TOTAL: $81,909,835

CHUCK GIPP

CONVENTIONAL AIR POLLUTANTS AND GREENHOUSE GASES DIVERTED (METRIC TONS)

TOTAL FOR ALL SECTORS

NH3 NOX PM10 SO2 VOC CO2 CH4 N20 CFC

1.12 585.36 164.11 1,108.66 1,552.84 238,744.18 108,114.51 14,709.23 2,684.78

2016 EXECUTIVE SUMMARY

ENVIRONMENTAL RESULTS AND COST SAVINGS FROM IMPLEMENTED INTERN PROJECTS

2016 ANNUAL SAVINGS

CATEGORY REDUCTION UNITS COST SAVINGS

WATER CONSERVATION 1,116,012,980 GALLONS $1,215,740

SOLID WASTE 1,215 TONS $32,530

ENERGY1,207,809221,37526,260

KWHTHERMS*MMBTU

$70,483$95,395

ADDITIONAL COST SAVINGS $231,886

TOTAL: $1,646,034

In the past year, fifteen upper-level engineering students completed projects with the Department of Natural Resources’ Pollution Prevention Intern Program to help companies utilize resources more efficiently and meet their environmental goals. Implemented projects will save participating companies more than $1.6 million annually. The interns also conducted analyses and provided supporting information for future pollution prevention opportunities. These recommended projects could save the participating companies an additional $1.9 million per year.

The intern program is an extension of DNR’s Pollution Prevention Services, a non-regulatory program that offers confidential technical assistance to Iowa business and industry. Interns analyze, develop and recommend process improvements that will lower operating costs and improve the environmental performance of host companies.

The interns offer a fresh perspective to daily operations and develop innovative solutions while gaining valuable experience. Each year, interns with the program identify strategies to reduce solid and hazardous waste, water and energy use, air emissions, and greenhouse gases.

Iowa companies pursued innovative internship projects in 2016 and demonstrated how businesses are applying pollution prevention strategies to their operations to reduce costs and improve overall performance. Projects such as conducting life cycle analyses for production lines, feasibility studies of alternative energy sources and development of environmental management systems (EMS) show how Iowa companies are integrating environmental performance into their production parameters and metrics.

Nine of the projects highlighted in the following pages represent the results of the 12-week internships running from May to August of this year and six of the summaries highlight the final outcome of 24-week internships completed in November of 2015. The final results for one 24-week project still underway at CF Industries will be included in the next case summary publication in 2017.

The 2016 case summaries illustrate that environmental stewardship and sustainability are vital components of a sound strategic business plan.

* MMBTUs are calculated from kWh and therms for special reporting only. All dollars for actual energy saved are reported under therms and kWh.

> Air emissions and greenhouse gases shown in these tables are life cycle

estimates and include external utilities. Totals do not solely represent emissions

generated at the plant sites.

> Greenhouse gas estimates for solid waste reduction projects are derived from

U.S. EPA, Waste Reduction Model (WARM), Version 14, available at:

http://www.epa.gov/warm

> Life cycle air emissions and greenhouse gas estimates for all sectors

except solid waste are calculated using Carnegie Mellon University Green Design

Institute, Economic Input-Output Life Cycle Assessment (EIO-LCA),

US 2002 Industry Benchmark model [Internet], available from:

http://www.eiolca.net

NOTE:


CONVENTIONAL AIR POLLUTANTS AND GREENHOUSE GASES DIVERTED (METRIC TONS)

TOTAL FOR ALL SECTORS

NH3 NOX PM10 PM2.5 SO2 VOC CO2 CH4 N20 CFC MTCO2e

1.12 4.88 1.21 0.53 7.03 3.60 3,006.26 805.98 127.61 15.95 4220.23

6

ALCOA, INC.MONICA HEMINGWAYCHEMICAL ENGINEERINGTHE UNIVERSITY OF IOWA

DAVENPORT

PROJECT BACKGROUNDAll waste streams collected throughout the Davenport facility were comingled and re-separated at a waste processing facility which is a time intensive process. The objective of this project was to establish an effective point-of-generation collection system to improve the efficiency of solid waste segregation and handling processes. A point-of-generation sorting system will streamline the waste handling process and improve the efficiency of separating recyclable materials from the waste stream at inception rather than downstream.

INCENTIVES TO CHANGEAlcoa is committed to environmental stewardship and community initiatives. The company has set an environmental goal to be landfill free at the Davenport plant by the year 2030. This year’s P2 intern project will move them closer to that goal by introducing a process modification that could allow more recyclable material to be recovered in the production area and reduce the amount of production waste going to the landfill. The process modification is expected to improve the overall efficiency of waste handling procedures. Decreasing the amount of waste going to landfills has numerous environmental benefits, including the ability to save landfill space, conserve energy by promoting recycling rather than creation of new materials, and decrease total emissions of pollutants into the environment. There is also a cost savings associated with diverting wastes from the landfill.

COMPANY PROFILEAlcoa, Inc. has been a global leader in the aluminum industry since 1888 and currently has locations in 30 countries around the world. The Davenport facility opened in 1948 and currently employs more than 2,500 people. Alcoa supplies aluminum and aluminum alloys to various industries including food packaging, air travel, automotive transportation, and space exploration. The company supports numerous programs dedicated to preserving and benefiting the environment, such as the 10 Million Trees Initiative, in which Alcoa aims to plant 10 million trees worldwide by the year 2020.


RESULTS Initially, five equipment options were investigated to pursue in this project. Four of the five options involved various scenarios of purchasing an industrial dual-shaft shredder, baler, and forklift. The fifth option only accounted for purchasing the bins for the sorting system. These options were run through a Complete Cost Analysis Calculator created in Excel. After taking into account operation and production parameters, Option 5 was the optimum solution for the project’s 10 year lifetime.

Material Handling Process Improvements (IPS & Flat): A waste profile was generated for two departments in Alcoa’s Davenport Works facility, IPS and Flat. These departments will act as a pilot, with the idea that any recommendations implemented can be tested and later rolled out plant-wide. The creation of the waste profile illustrated inefficiencies in capturing recyclable materials through the current waste handling process. For example, a considerable amount of cardboard, paper, and wood had been sent to the landfill rather than to a contracted recycler. Utilizing this information,

a sorting system was developed to separate the waste streams into categories relating to their composition. This system allows for complete segregation of fiber streams from polymer streams, and ensures that all currently recycled streams do indeed end up at the recycler rather than the landfill.

To make up the system, bins were set up for segregation of the waste at the point of generation instead of being sent to the waste processing facility. The bins for this project were designed to stand in half the footprint of the existing bins to allow for separation of multiple waste streams within the same area. An education system was created to get all production floor and trucking employees on the same page. The education materials include factoids about the environmental impact as a result of following the sorting system, the immediate results in terms of increased sorting efficiency felt within the Davenport Works facility, and advancement towards Alcoa’s corporate zero-landfill goal by 2030.

Material Handling Process Improvements (Plant Wide): It is recommended that the two departments participating in the pilot continue to utilize the point-of-generation sorting system for a minimum period of one year. A one-year test phase will allow the facility to identify challenges throughout the year and make adjustments to overcome the challenges. At the end of one year, the EHS team of the Davenport Works facility would then order additional bins to replicate the improved point-of-generation sorting system throughout the entire facility. Proper implementation and management of this process modification would drastically boost the facility towards the corporate goal of certified landfill-free status by the year 2030.


PROJECT ANNUAL COST SAVINGS

ENVIRONMENTAL RESULTS STATUS

MATERIAL HANDLING PROCESS IMPROVEMENTS (IPS & FLAT)

$16,855 832 tons IN PROGRESS

MATERIAL HANDLING PROCESS IMPROVEMENTS (PLANT WIDE)

$22,500 1,875 tons RECOMMENDED

8

PROJECT BACKGROUNDThe tire production process utilizes massive amounts of steam and water to meet heating, cooling, and energy needs. Throughout the plant, process issues and equipment degradation over time have caused inefficiencies, resulting in excessive consumption of these utilities. As a company, Bridgestone is currently pursuing a goal of cutting water usage by 35 percent per unit of production between 2005 and 2020. Although steps have been taken to significantly reduce water usage at the plant, opportunities exist for further reductions in water use, associated costs, and emissions.

INCENTIVES TO CHANGEAs a company, Bridgestone represents dedication to the environment in their mission statement by expressing the desire “to help ensure a healthy environment for current and future generations.” Implementing more efficient systems for water utilization will aid the company in achieving its sustainability goals. Bridgestone is also moving towards using sustainable materials in production to reduce waste and emissions. Limiting water usage within the plant will reduce utility use, waste emissions, and ultimately reduce company expenses. Economic savings within the plant will free up funds for further production improvements.

RESULTS Steam Reduction to Contact Heaters: The tire production process is heavily dependent on steam in order to heat and vulcanize tires into their final form. Of the equipment throughout the plant, the contact heaters are the largest steam consumers. Approximately 60 percent of the plant’s overall steam production is sent to the contact heaters in order to heat water for use in the production process. Steam is directly injected into the heaters where it is mixed with feed water and return water from the tire curing lines. The current mixing process overflows the heaters and water is heated to a higher temperature than required for production use. Reducing the steam and feedwater flow rates would allow for appropriate heating and volume levels to be reached, while saving large amounts of steam. This steam reduction would save a significant amount of water, natural gas, and water treatment resources.

ANTHONY GREGORIOMECHANICAL ENGINEERINGTHE UNIVERSITY OF IOWA

DES MOINESBRIDGESTONE AMERICAS TIRE OPERATIONS

COMPANY PROFILEBridgestone is a premier tire manufacturer with business presence in more than 150 countries worldwide. Since the company’s inception in 1931, Bridgestone has grown to become the world’s largest tire and rubber manufacturer. In addition to tire production, Bridgestone also contributes diversified products to the market such as conveyor belts, hydraulic hoses, automotive components, and many more rubber based products. The Des Moines facility is a component of the agricultural division within the company and produces tires for industrialized agriculture. Currently, the Des Moines plant operates on three 8-hour shifts, making up a 24 hours a day, 5 days a week production schedule.


To reduce the amount of steam required by the contact heaters, four options were explored and analyzed. The option that was selected best controls the level and reduces the amount of time the vessel is above operating level.

Curing Pipe Insulation: A series of pipes carrying water and steam at high temperatures traverse the curing basements on the south side of the plant. The piping carries the steam, curing supply and return water, and the fill water for the contact heaters. As the fluids flow through the pipes, the heat is trying to escape to the ambient air and reach an equilibrium temperature. The temperature differential between ambient and fluid temperatures is significant, creating potential for large amounts of heat loss in areas where the insulation has become damaged or missing over time. Replacing this insulation on the curing pipes will significantly reduce energy loss.




STEAM REDUCTION TO CONTACT HEATERS $275,192 4% annual water5% annual natural gas RECOMMENDED

CURING PIPE INSULATION $61,535 1% annual water1% annual natural gas IN PROGRESS

10

PROJECT BACKGROUNDThe facility uses water from wells as a coolant for most of the machinery. As the coolant flows through the equipment, the coolant absorbs the heat and eventually discharges into the river. While the effluent is free of contaminants, the temperature can impact the natural environment. The purpose of this 24-week project was to evaluate methods to lower the temperature of the effluent in order to alleviate the impact of the warmer water on the environment.

INCENTIVES TO CHANGEIn the future, there will be new, required calculations for determining allowable temperature parameters for water discharged into designated waterways. These new calculations are expected to require a substantial reduction in the temperature of the effluent discharged into the river. Due to these upcoming calculations, Cargill would like to evaluate the current well water and cooling systems, research methodologies to improve the efficiency of the system, and determine areas of opportunity to modify the effluent temperatures.

RESULTS The first stage of the project was to analyze the well water system in place by gathering water flow and temperature data throughout the process. The second stage of the project was to collect design specifications for critical equipment and study different cooling methods. The third stage of the project was to create tools from the collected data for use in meetings and brainstorming sessions where possible projects could be reviewed and executed.

Effluent Analysis: The intern catalogued all equipment that utilizes well water as coolant. Documentation included the proper identifications, location, and pictures of the equipment for ease of distinction. Using this resource, the intern catalogued the manufacturer’s equipment information and collected the original drawings and specifications to be included in the equipment files. This catalogue of data will also be useful in the maintenance of equipment to ensure that the equipment is operating within its designed parameters. The intern created a flow diagram using software that creates a visualization of the system and monitors the flows and temperatures of the well water at different locations in the plant. The intern also created piping and instrumentation diagrams (P&IDs) to provide a detailed layout of the equipment, valves, sensors, pipe sizes, and flows of the well water. The P&IDs will be an essential resource in the analysis of the current system and for the planning of process modifications.

In addition to the equipment, the intern identified key areas for monitoring and recommended purchasing and installing flow and temperature sensors. The intern took daily measurements to establish trending during the hottest months, which helped to understand how much cooling capacity is required and where modifications in the system will be most effective.

The intern organized the collected data and used it to create a model of the well water system that predicts how the process will change when potential modifications are implemented. Research was done into the installation of floating spray

CARGILL, INC.

COMPANY PROFILECargill is a privately-owned business that began in 1865 as a grain storage facility. It has grown to be a global producer and marketer of food, agricultural, financial, and industrial products and services. Cargill is committed to environmental stewardship and strives to be a good corporate citizen in the communities that it serves. The Cedar Rapids Corn Milling Plant works with customers and farmers to process raw corn into a diverse collection of marketable materials, foods, and ingredients. The Cedar Rapids, Iowa, plant operates three shifts per day and employs about 200 workers.

DAVID NYTKOMECHANICAL ENGINEERINGTHE UNIVERSITY OF IOWA

CEDAR RAPIDS

2015 24–WEEK PROJECT

www.iowap2interns.comwww.iowap2interns.com

coolers, geothermal cooling, and cooling towers. Quotes and information about these methods were compiled and cooling towers were determined to be the most feasible approach. Necessary process modifications for the installation of cooling towers were detailed and shared with the engineering team. Lastly, a final series of brainstorming sessions guided by the temperature trends, process flow diagram, and system model were held with the different department leaders and a list of potential heat recirculation projects was created.

The intern wrote a project proposal describing the capital investments, benefits, and required process modifications for the implementation of cooling towers in different areas of the facility. The table below shows the savings from reducing city water usage due to the implementation of the cooling towers.



EFFLUENT ANALYSIS: COOLING TOWERS $1,103,760 1,103,760,000 gallons RECOMMENDED

EFFLUENT ANALYSIS: COOLING SYSTEM ANALYSIS AND DOCUMENTATION

$72,000(one time) 18,438 kWh IMPLEMENTED

12

CF INDUSTRIESGRAHAM YOUNGCHEMICAL ENGINEERINGTHE UNIVERSITY OF IOWA

SERGEANT BLUFF

PROJECT BACKGROUNDThe Port Neal facility operates a nitric acid (NA) plant and an UAN plant. Water is currently cycled between the two plants. Some of the water sent from the NA plant to the UAN plant can be recycled back to the NA plant for reuse. The rest of it must be evaporated, while fresh water is brought in to serve as makeup water. CF Industries partnered with Pollution Prevention Services to host a 24-week intern to devise ways to increase the amount of water able to be recycled between the two plants and decrease CF’s overall water demand.

INCENTIVES TO CHANGEResponsible environmental stewardship is a core value of CF Industries. The company regularly invests in capital improvement projects that improve energy efficiency and reduce emissions. They also prioritize a life cycle approach to sustainability, working closely with farmers through the 4R Nutrient Stewardship Program to support sustainable agricultural practices. This year’s P2 intern project builds on CF Industries’ commitment to sustainability by focusing on innovative opportunities to increase the amount of water that can be recycled and reused through the fertilizer production process. Solutions will not only reduce the facility’s water demand, but will also reduce energy consumption, as less energy will be needed to evaporate the water.

RESULTS At the beginning of the project, a good portion of time was spent learning the processes of the plant and developing a rough mass and energy balance to better understand these processes as they relate to water usage. The intern began by

tracing out Piping and Instrumentation Diagrams (P&IDs) of the input and output streams for the processes. This exercise also helped to identify the locations of the flow sensors in the system to aid in data collection for developing a water balance. From this point, the intern’s work focused on analysis of the current water cycling process and areas of opportunity to increase the rate of reuse.

COMPANY PROFILECF Industries was founded in 1946 and is now a leading nitrogen fertilizer producer, with nine production facilities across the United States, Canada, and the United Kingdom. Expansion projects nearing completion at the Donaldsonville, Louisiana, and the Port Neal complex in Sergeant Bluff, Iowa, locations will increase the company’s nitrogen production capacity by more than 25 percent and make CF the largest nitrogen fertilizer producer in the world.

The Port Neal production facility employs approximately 270 people and produces ammonia, urea liquor, urea ammonium nitrate (UAN), and diesel exhaust fluid (DEF). The Port Neal expansion will triple the facility’s production capacity and enable the manufacture of granular urea.



Water Reuse: The analysis yielded positive results, revealing a possible opportunity to improve water reuse efficiency. In the UAN plant the process water being recycled is collected in a holding tank before being pumped back to the NA plant. Test results from the line connecting the tank to the pumps and the tank’s atmospheric vent revealed that carbon dioxide gas from the water collection process is being passed from the tank to the pumps, resulting in decreased pump performance. This decreased pump performance can limit the amount of water currently able to be recycled.

Next steps in the 24-week project will include a thorough characterization of the liquid and vapor contents at various portions of the processes. Analysis will be done in partnership with company management and staff and solutions will be developed to increase pump efficiency and reduce water demands of the processes. All recommendations will be accompanied by a full economic and environmental analysis for the company.

Steam System Analysis: The Port Neal site produces a large amount of steam to run the many fertilizer production processes. Steam is used in turbines, heat exchangers, process vessels, pipe/equipment heating, and other various pieces of equipment. Given the amount of equipment that uses steam and the overall complexity of the site’s steam system, a detailed study would give CF Industries a roadmap to better understand current production needs and uses. It would also allow them to better optimize their steam usage and identify energy efficiency opportunities. CF Industries has partnered with a third party consultant to lead the development of this study, and the P2 intern is partnering with this consultant to collect steam flow, temperature, and pressure data. Data collection and analysis will continue on this project through the final 12 weeks of the internship, as time allows.

The final case summary for this project will be posted on the Pollution Prevention Intern Program website at www.iowap2interns.com in January and printed in the 2017 case summary booklet.


14

CITY OF BLOOMFIELDJACOB HOOGENSENMECHANICAL ENGINEERINGIOWA STATE UNIVERSITY

BLOOMFIELD

PROJECT BACKGROUNDThis P2 intern project resulted from Bloomfield’s partnership in Iowa’s E3 project. E3, or Economy, Energy, Environment, is an EPA sponsored framework that brings together assistance providers from six federal agencies and collaboratively supports communities, manufacturers, and manufacturing supply chains. The City of Bloomfield requested P2 internship assistance in maximizing the energy efficiency of their county school district’s buildings and operations. The project focused on opportunities in the elementary/middle school, the old high school building, and the new high school building. Strategies were determined that would reduce the overall energy consumption at the three locations.

INCENTIVES TO CHANGEThe school district desires to provide the best possible educational environment for its students. Funds that are spent on energy cannot be used to obtain resources for students, so maximizing energy saving opportunities is critical. In addition to that, the City of Bloomfield is preparing to become a net-zero electric community by the year 2030. This means that any efforts to reduce energy consumption will directly impact this goal in a positive way.

RESULTS Reduce Kitchen Equipment Operating Times: The elementary/middle school kitchen prepares meals for all K-8 students in the school district. Various types of kitchen equipment are used to prepare and store food before, during, and after it has been cooked. The

kitchen equipment is fairly new and operates efficiently. There are some opportunities to further reduce energy usage by reducing operating times of the equipment. Equipment used in preparation of the food, such as the ovens, could be turned on a couple of hours later each morning. Other equipment such as refrigerators or milk coolers could be turned off during longer periods when not in use.

Gas Condensing Boiler: The existing gas steam boiler system is responsible for heating the old high school building, which is made up of the original 3-story high school, a 2-story addition, and the gymnasium. With plans in the near future to tear down the 3-story portion of the building, a new heating system would be beneficial. The existing system is past its

COMPANY PROFILEThe City of Bloomfield is located in the heart of Davis County and is home to about 2,600 residents. The Davis County Community School District, located entirely in Bloomfield, educates all K-12 students within Davis County. It is the second largest school district in terms of geographical area, covering 486 square miles. Both the city and school district work together to create the best possible environment for the 1,200 K-12 students. This is exhibited in their motto: One School, One Community, One Goal... The Best That We Can Be!


useful life and is not optimally sized for the smaller square footage. Both a gas steam boiler and gas condensing boiler were considered. A gas condensing boiler is the most energy-efficient option and would significantly reduce annual heating costs.

Install Efficient A.C. Units: The Davis County Elementary School building currently uses 29 individual window unit air conditioners to cool the classrooms located on the outside of the building. The model, age, and power of these units vary greatly from classroom to classroom. It was discovered that replacing some of the models with newer, more efficient window unit air conditioners could provide cost savings as well as a reasonable payback period.

Reduce Daily A.C. Usage Hours: The Davis County Elementary School building uses its 29 window unit air conditioners 24 hours a day for around 8 months of the year in order to keep the building cool and free from too much moisture. The installation of ceiling fans would improve air circulation and allow for the reduction of the air conditioners’ usage. This would cut the electricity usage and costs of the window air conditioning units by more than 52 percent.

Install Central Air: Most of the rooms located on the inner part of the Davis County Elementary School are currently cooled by central air conditioning. Most of the other rooms with windows are equipped with 29 individual window unit air conditioners. It estimated that there could be a potential savings of $4,060 per year by installing central air conditioning for those exterior rooms.

Solar Array: Net metering is a billing process that allows energy customers who generate their own power, such as wind or solar, to put excess power back onto the grid with the option to draw back from it later if needed. In the case of solar

panels that generate energy during the brightest part of the day, energy that is not used at that time could be put on the grid and offset the cost for power drawn overnight. The intern compiled a preliminary solar array study that indicated cost savings potential for the city and the school system. A more thorough feasibility study is recommended to evaluate the optimum sizing, return-on-investment, and cost savings that could be achieved. Considerations of the study should include current policies that govern sizing of alternative energy sources, net metering practices, limitations of virtual net metering, and power purchase agreements in Iowa.



REDUCE KITCHEN EQUIPMENT OPERATING TIMES $200 3,204 kWh RECOMMENDED

GAS CONDENSING BOILER $8,966 13,086 Therms RECOMMENDED

INSTALL EFFICIENT A.C. UNITS $2,121 34,210 kWh RECOMMENDED

REDUCE DAILY A.C. USAGE HOURS $5,615 90, 570 kWh RECOMMENDED

INSTALL CENTRAL AIR $4,060 49,355 kWh RECOMMENDED

SOLAR ARRAY (PRELIMINARY ESTIMATE) $167,947 1,971,000 kWh RECOMMENDED

16

CITY OF CLINTONCALEB GIBSONMECHANICAL ENGINEERINGST. AMBROSE UNIVERSITY

CLINTON

PROJECT BACKGROUNDWhen moving to a new state of the art facility in 2012, the wastewater recovery process was changed from anaerobic to aerobic. The new facility is the first in Iowa to utilize an advanced biological nutrient removal system. While this method has superior water quality results, the new process also consumes more energy. As the Clinton RWRF strives to meet sustainability goals, it also seeks to diminish the cost of electricity needed to run blowers and pumps by supplementing its electrical usage with alternative energy.

INCENTIVES TO CHANGEAs energy prices have increased and the costs of alternative energy technologies have decreased, alternative energy sources have become a more viable option for municipal facilities. The city is exploring the potential benefits of an alternative energy system to help offset energy costs and slow future increases of sewer rates for its customers. Iowa has a

favorable climate for wind generation and Clinton RWRF has ample land to use for a solar array. The Pollution Prevention intern was tasked with conducting a preliminary feasibility study of using wind turbines or solar panels to supply electricity to the RWRF site.

RESULTS Feasibility Study for Alternative Energy: When considering alternative energy sources, many factors must be considered in addition to installation and operating costs. The feasibility study included an audit of energy usage, a study of the historical and current policies regarding alternative energy, and an economic analysis of how an alternative energy source could benefit the facility. Wind conditions in northeast Iowa along with the associated maintenance and storage costs make wind energy a less than favorable option for the City of Clinton.

COMPANY PROFILEThe Clinton Regional Water Reclamation Facility (RWRF) is responsible for the collection, transport, and treatment of wastewater for the cities of Clinton, Camanche, and Low Moor. Their mission is to operate and maintain the Clinton RWRF to produce clean water that meets all federal and state regulations for discharge into Beaver Slough and eventually into the Mississippi River; to utilize the bio-solids generated in the treatment process in an environmentally beneficial way; and to operate and maintain wastewater pumping stations to transport wastewater in a manner that protects public health and protects the environment today and for future generations.


A solar array was found to be a more viable alternative energy system for the RWRF. The first option analyzed was a ground mounted, fix-tilt, 2,000 kW aggregate capacity solar array installed on RWRF property. A second option explored was a similarly structured array, but at a pilot size of 500 kW. Due to size restrictions in current policy, the proposed 500 kW array was estimated to hold the most potential to be a cost- effective option. A 500 kW array could provide approximately 12 percent of projected annual electrical usage of the water reclamation plant.

Electricity charges at the RWRF were determined to have the largest affect on the viability of installing an array. The plant’s electrical bill has two major components; a kWh consumption charge and a peak demand charge. Demand charges can account for 50 percent of the monthly electricity bill at the RWRF and cannot be offset with alternative energy sources.

Another consideration is net metering policies. A 500 kW array is not expected to create any more electricity than is demanded by equipment at the RWRF. In the case of the RWRF, net-metering may be available for a system of 500 kW in size. The grid system has a finite capacity and is highly regulated. If the City of Clinton was to build a larger array, the permitting, survey, and possible transmission changes could significantly increase the cost of installation.

A power purchase agreement (PPA) was explored as a possible means to finance a solar project. As of a 2014 Iowa Supreme Court ruling, purchasing power produced by an onsite solar array owned by a third party has been a legal way to financially plan a solar installation. Similar to a lease, a PPA allows the user to purchase the generated power at a determined rate, without the large upfront costs that come with a solar installation. A PPA could be a desirable arrangement for the water reclamation plant.

While the preliminary study indicated that a 500 kW array installed through a PPA would be the most viable option for alternative energy at the RWRF, at the current state, this option was determined to still be outside the desired financial considerations. However, an understanding of alternative energy costs and considerations was obtained for key city employees, allowing them to better evaluate any future cost or technology changes in the city’s favor.




FEASIBILITY STUDY FOR ALTERNATIVE ENERGY $30,000(one time) - IMPLEMENTED

500 KW SOLAR ARRAY $12,400 657,000 kWh MOST VIABLE

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HACH COMPANYANDREW DAVISINDUSTRIAL ENGINEERINGMANUFACTURING SYSTEMS ENGINEERINGIOWA STATE UNIVERSITY

AMES

PROJECT BACKGROUNDThe projects that have been targeted at Hach Company are two parts of one cohesive process. The first project was to develop Hach Company’s Environmental Management System (EMS) with the ultimate goal of the company receiving ISO 14001 certification. The second project was to develop recommendations to reduce hazardous waste streams within the facility. Developing these recommendations also directly supports Hach Company’s EMS certification to the ISO 14001 standard by making continuous improvement of environmental affairs a priority.

INCENTIVES TO CHANGEThe primary incentive for creating an EMS and obtaining ISO 14001 certification was to develop a tracking system for environmental impacts and establish parameters for measuring Hach’s on-going progress towards environmental performance goals. This is a part of Hach Company’s corporate initiative to enhance focus on operations related to the environment. The hazardous material handling process was identified as an area to reduce impacts and associated costs with process improvements in support of the EMS initiative.

RESULTS ISO 14001 Project: The intern’s work on this project was focused on providing resources to support Hach in meeting the requirements to obtain ISO 14001 certification in 2016. During the development of the EMS, Hach requested a Level One audit from a certification agency to evaluate its current state. This evaluation is a required step in the EMS certification process and is used to

develop an action plan containing process improvements to be established before the Level Two certification audit planned for later this year.

In their new EMS, Hach identified wastewater collection and discharge procedures as one of their significant environmental aspects. Wastewater procedures and the subsequent liquid hazardous waste streams make this a strong area of opportunity for pollution prevention.

Chemical Coagulation: Waste containing trace amounts of heavy metals must be collected in drums and disposed of as a hazardous waste. This accounts for a substantial portion of the overall waste management costs at Hach. Effective separation of heavy metals from this liquid waste could reduce the volume of this hazardous waste stream by as much as 90-95 percent.

COMPANY PROFILEHach Company develops, manufactures, and distributes products and chemistry worldwide for water testing and analysis. Hach Company’s mission is to make water analysis and treatment faster, simpler, greener, more informative, and easy-to-use. Hach accomplishes this by building strong customer relationships and providing superior service. In an industry where the results of analysis are extremely important, Hach takes pride in its ability to provide the correct analytical answer every time.


Chemical coagulation, the process of using a chemical agent to separate these heavy metals from the liquid waste, is a process that should be further investigated by the company as a potential improvement to their hazardous waste disposal process. If feasible, the company could see a reduction of their hazardous waste disposal costs and reduced environmental impacts, in addition to supporting their efforts of continuous environmental improvement.

Electrocoagulation: Analysis of current wastewater treatment procedures at Hach indicated an opportunity to expand their operations to facilitate future company growth and improve the environmental impacts of their treatment process. Electrocoagulation is a wastewater treatment process that uses electrical current to destabilize the charges of molecules in the wastewater stream, as the liquid flows between the electrodes. The addition of an electrocoagulation process to Hach’s wastewater treatment procedures could significantly reduce costs and impacts of their wastewater process, and provide additional capacity

for treating wastewater that can continuously be discharged to the local POTW. The company should consider further research into electrocoagulation to determine if it meets their needs.

Waste Tracking System Project: In the Pollution Prevention hierarchy, source reduction is the target for reaching waste reduction and environmental performance goals. Hach’s waste tracking system is a good tool for helping to achieve and maintain continuous improvement toward source reduction. The system is currently underutilized because of limitations in the options for inputting and characterizing data. With minor updates to the system and operator training on the input and reporting of data, the system would provide data and analysis for Hach to effectively target unnecessary generation of hazardous wastes and use waste reduction as a metric for continual improvement.


PROJECT ANNUAL COST SAVINGS ENVIRONMENTAL RESULTS

ISO 14001 PROJECT $15,000 Continuous Improvement

CHEMICAL COAGULATION $42,293 38.3 tons

ELECTROCOAGULATION $22,503 80.5 tons

WASTE TRACKING SYSTEM PROJECT $4,600 3.6 tons

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HORMEL FOODS CORPORATION

BRETT OVERTONMECHANICAL ENGINEERINGINDUSTRIAL ENGINEERINGST. AMBROSE UNIVERSITY

KNOXVILLE

PROJECT BACKGROUNDThe smokehouses at the Knoxville Hormel plant use a significant amount of water to rinse and cool product and are a major consumer of water in the plant. The water is used in a single pass process where it is disposed of after use. An optimized smokehouse shower system could allow the Knoxville Hormel plant to significantly reduce their water usage.

INCENTIVES TO CHANGEHormel Foods has put in place a set of environmental goals for 2020. One of these goals is to reduce the company’s water usage by 10 percent. The Knoxville plant has taken aggressive steps to reduce water usage and is 83 percent of the way to their goal. The showering process used to cool product in the smokehouses is the source of a large portion of the plant’s current water usage. A reduction in water use in the smokehouses would advance the company toward their water reduction goal and reduce operating costs.

RESULTS The intern first compiled a water profile for the company, compiling a total water usage and cost for each production area. Costing information took into account all costs including water purchase, internal treatment and wastewater costs. After completing the water profile it was determined that nearly 75 percent of the plant’s water usage is used by the smokehouse, representing a similar percentage of the plant’s overall water costs. After completing the water profile, the intern focused on identifying opportunities within the smokehouse process that could reduce its water demand.

Circular Spray Nozzles: Products go through a cooling shower process after being cooked in the smokehouse. This cooling shower is performed by nozzles that spray a full cone with a square impact area onto the product. These square spray nozzles have a higher flow and could be switched to a circular spray option with a lower capacity that will still cover the product and use less water. Implementation of circular

COMPANY PROFILEHormel Foods Corporation is an American company based in Austin, Minnesota, and was founded in 1891. They produce many popular name brand food items as well as items under their own name. The company had more than $9 billion in net sales in 2015. Their Knoxville, Iowa, plant produces dry sausage products including pepperoni and salami. The Knoxville plant employs 159 employees and produces 137,035 pounds of product daily.


spray nozzles could move the Knoxville plant significantly closer to meeting their water reduction goals. A pilot is currently underway in one of the smokehouses to evaluate the new nozzles and to confirm the calculated results. Once confirmed and deemed efficient, this project will be replicated in all smokehouses at the Knoxville location.

Misting Nozzles: As part of the cooling process the plant also uses a deluge system where water is flooded over the product. An evaporative cooling system would provide more effective cooling potential and lower the amount of water being used.

If circular spray nozzles are implemented as described in the previous recommendation, misting nozzles could then be added to facilitate evaporation while still using full cone spray in the rinse system. This hybrid system would combine the benefits of full cone spray with the benefits of evaporative cooling and could save 4.8 million gallons of water annually.

One Minute Removal: Internal product temperatures are recorded throughout the smokehouse cook process and associated cooling showers. Cooling shower lengths can vary, depending on the product being run. However, regardless of product, internal temperature data showed that only a very small temperature drop takes place in the final minute of each cooling shower. This marginal drop is unnecessary to the overall effectiveness of the cooling process. Assuming circular spray nozzles are implemented, replacing this final showering minute with a venting step could increase the efficiency of the cooling step in the smokehouse process and further reduce overall water usage at the Hormel Foods Corporation Knoxville plant.




CIRCULAR SPRAY NOZZLES $106,976 11,206,171 gallons IN PROGRESS

MISTING NOZZLES $46,504 4,871,481 gallons RECOMMENDED

ONE MINUTE REMOVAL $6,331 663,225 gallons RECOMMENDED

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PRINCIPAL FINANCIAL GROUPANNABEL SEELINGINDUSTRIAL ENGINEERINGTHE UNIVERSITY OF IOWA

DES MOINES

PROJECT BACKGROUNDThe goal of this project was to increase diversion of solid waste from the landfill through the implementation of source reduction, reuse, and recycling strategies at the Des Moines campus. Principal has a process in place for recycling cardboard and office paper at the corporate campus. The 2016 Pollution Prevention intern worked on developing a profile of the current waste stream going to the landfill and identifying opportunities to reduce generation and increase diversion of the landfilled materials.

INCENTIVES TO CHANGELeaders of Principal’s corporate campus management team outlined a set of high level initiatives that should be followed in order for the corporate campus to meet its 2016 sustainability goals. In the area of waste and recycling, the goal is to “minimize waste in our operations, business activities, and construction projects through improved communications and processes for more consistency and increased landfill diversion.” The corporate campus management team is also focused on employee participation in sustainability initiatives through education and communication campaigns.

RESULTS A waste audit was first conducted at the Principal corporate campus in four of the nine most occupied employee buildings. Data compiled from the audit indicated there were opportunities to divert additional materials from the landfill stream and potentially alleviate some wastes from being generated.

Cafeteria Disposable Containers: Waste audit results revealed that non-recyclable plastic or Styrofoam to-go containers make up a large portion of the waste generated at the campus. These containers originate in Principal’s campus cafeterias. The intern researched options for eco-friendly containers and developed strategies to reduce the actual number of containers needed to contain

COMPANY PROFILEPrincipal helps people and companies around the world to build, protect and advance their financial well-being with retirement, insurance and asset management expertise. With innovative ideas and real-life solutions, Principal makes financial progress possible for clients of all income and portfolio sizes. A member of the FORTUNE 500®, the Principal Financial Group has $572.2 billion in assets under management and offices in 18 countries throughout Asia, Australia, Europe, Latin America and North America.

Principal is headquartered in Des Moines, Iowa, with about 6,000 employees working at its corporate campus and about 15,000 employees worldwide. Principal is consistently ranked as one of the best workplaces in the United States. In 2015, Principal was also named a CDP S&P 500 Climate Performance Leader for the third consecutive year and a CDP S&P 500 Climate Disclosure Leader for the second straight year.


or transport food. A compostable container was chosen to replace Styrofoam containers. Alternative containers such as paper bags can also be used to eliminate the use of some containers all together. Employee training and discounts for employees will also help encourage the use of dine-in dishware, further reducing the need for disposables.

Composting Program: More than 50 percent of the waste profiled in the audit was found to be compostable, with food waste representing a large portion of this percentage. A composting provider in the Des Moines area was found that could pick up unprocessed compost material directly from Principal. Diverting compostable waste from the landfill would reduce disposal costs and help advance Principal toward meeting its sustainability goals.

Recycling Collection Bags: While conducting the waste audit, it was observed that the bags collected from the recycling receptacles in the office areas were often thrown in the trash compactor along with the regular trash bags. Using a different colored bag in the recycling receptacles would provide easy recognition for segregation of the recyclable materials from the material sent to the landfill. Different colored bags would be more recognizable and could streamline the handling process. Communication and training for staff is key to the successful implementation of any process changes to ensure consistent implementation.

Labeling of Recycling Receptacles: Recycling receptacles throughout the corporate campus are not clearly marked to specify the materials to be placed in them. Many items that could be recycled are placed in trash receptacles. Providing clearer guidance and placing instructional stickers with pictures on the containers would help clarify which items should be recycled. Improved labeling could increase

participation in the recycling program and divert a significant volume of waste from the landfill.

Improved Hauling Schedule: An analysis of the waste hauling collection schedule showed that Principal’s trash compactors were being picked up more often than needed. Restructuring the current waste hauler’s pick up schedule could reduce Principal’s annual waste hauling costs.

Weather-Based Irrigation: Principal uses an irrigation system to keep its corporate landscaping healthy and vibrant. A weather-based control system can postpone the watering of landscaping when a rain event is predicted to occur. Sensors are another option that can be added to a control system to trigger watering based on the amount of moisture in the soil.



CAFETERIA DISPOSABLE CONTAINERS - 2.7 tons RECOMMENDED

COMPOSTING PROGRAM $4,661 212 tons RECOMMENDED

RECYCLING COLLECTION BAGS $4,227 165 tons IN PROGRESS

LABELING OF RECYCLING RECEPTACLES $950 37 tons RECOMMENDED

IMPROVED HAULING SCHEDULE $20,000 - IN PROGRESS

WEATHER-BASED IRRIGATION $1,116 393,077 gallons RECOMMENDED

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PROJECT BACKGROUNDThe Principal asked its Pollution Prevention intern to identify energy efficiency opportunities at its field office locations and benchmark the energy performance of a newly renovated corporate office in Des Moines. With this information, the intern developed recommendations to reduce energy usage and emissions and lower associated operating costs.

INCENTIVES TO CHANGE“This company is guided by a strong sense of social responsibility,” says Dan Houston, chief executive officer at The Principal. “It drives us to do the right things for each of our stakeholders. And it translates into a deep commitment to protecting the environment, through conservation of resources, recycling and other sustainability initiatives.” The Principal strives to be a leader in sustainability by reducing carbon emissions and water usage and by increasing solid waste recycling.

RESULTSThe intern conducted energy audits at several of the company’s field offices and at the corporate campus. The compiled data was used to develop cost-effective recommendations for increasing energy efficiency at the facilities.

PRINCIPAL FINANCIAL GROUP

COMPANY PROFILEPrincipal helps people and companies around the world to build, protect and advance their financial well-being with retirement, insurance and asset management expertise. With innovative ideas and real-life solutions, Principal makes financial progress possible for clients of all income and portfolio sizes. A member of the FORTUNE 500®, the Principal Financial Group has $572.2 billion in assets under management and offices in 18 countries throughout Asia, Australia, Europe, Latin America and North America.

Principal is headquartered in Des Moines, Iowa, with about 6,000 employees working at its corporate campus and about 15,000 employees worldwide. Principal is consistently ranked as one of the best workplaces in the United States. In 2015, Principal was also named a CDP S&P 500 Climate Performance Leader for the third consecutive year and a CDP S&P 500 Climate Disclosure Leader for the second straight year.

ROBERT SCANLONMECHANICAL ENGINEERINGIOWA STATE UNIVERSITY

DES MOINES



West Des Moines LED Retrofit: Many employee common areas at the West Des Moines field office location were lit with fluorescent 32 Watt, T-8 light fixtures. These fixtures were retrofitted with 12-Watt LED tubes to reduce their power draw by more than 60 percent and generate a competitive financial payback. The project proved to have a competitive return-on-investment and is under consideration to be implemented at other field office locations.

Cedar Rapids De-Lamp: The Cedar Rapids field office also uses 32 Watt, T8 fixtures. The office space was lit well above the recommended levels set by American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) standards. Available rebates for LED bulbs were not enough to make a retrofit cost-effective at this office location; however, by removing the middle lamp of the existing fixtures, the office can reduce energy consumption while still maintaining ASHRAE recommended lighting intensity.

Vending Machine Controls: Vending machine controls use motion sensors to optimize the amount of power used by the machine lighting and cooling systems. Control systems were tested on vending machines at field offices and on the corporate campus, and were found to reduce energy consumption of the machines by 38 percent. The intern recommends installing the controls on all refrigerated vending machines at the corporate campus and all field office locations.

HVAC Static Pressure Reset: The Heating, Ventilation and Air Conditioning (HVAC) system at 750 Park, The Principal’s newly renovated office building, modulates the static pressure of the system based on building air demand. Controlled by variable air volume (VAV) boxes, the higher the static pressure is set to support increased air demand, the more energy the system consumes. The intern identified areas where VAV boxes were

incorrectly allowing the main air handling units to consistently operate at the maximum static pressure. Creating a dashboard of VAV operating scenarios within the building automations system will enable monitoring and investigation of maximum static pressure instances and eliminate unnecessary energy consumption.

Air Handling Unit Setpoint Correction: A setpoint for discharge air temperature on one of the supplemental air handler units was flipped, causing the discharge air temperature to always be at its minimum. The problem was fixed and the discharge air temperature began to modulate as designed, which resulted in immediate energy savings.

Campus Lighting Schedules: Most of the lighting controls on the corporate campus are set to pre-programmed ON/OFF hours. By adding manual override switches to the buildings, the programmed schedules could be shortened and lights could be overridden if employees are still working in the space.




WEST DES MOINES LED RETROFIT $719 10,202 kWh IMPLEMENTED

CEDAR RAPIDS DE-LAMP $2,213 18,438 kWh RECOMMENDED

VENDING MACHINE CONTROLS $6,489 115,259 kWh IN PROGRESS

HVAC STATIC PRESSURE RESET $21,672 192,474 kWh IN PROGRESS

AIR HANDLING UNIT SETPOINT CORRECTION $2,404 42,698 kWh IMPLEMENTED

CAMPUS LIGHTING SCHEDULES $54,952 969,663 kWh RECOMMENDED

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PROJECT BACKGROUNDSivyer Steel’s metal casting process consists of several steps that can be broken down into three main stages: pre-casting, casting, and post-casting. The metal casting process requires large amounts of energy to power the equipment or in performance of the manufacturing function. Reducing energy intensity and establishing an energy management program will help Sivyer accomplish their energy reduction goals and support substantial decreases in annual energy costs for both electricity and natural gas.

INCENTIVES TO CHANGESivyer Steel Corporation has set a goal to reduce energy usage by 10 percent in the next five years. To achieve this goal, Sivyer entered into a partnership with the U.S. EPA’s ENERGY STAR Program and has also committed to participation in the ENERGY STAR Challenge for Industry (The Challenge). This program encourages a team within the company to develop a strategic action plan for reducing energy usage, associated costs and environmental impacts. Having a strategic plan will help the company maintain a focus on continuous

development of best practices for source reduction and energy efficient alternatives to achieve their reduction goals.

RESULTS Energy Baseline & Equipment Audit: Initially, the intern enrolled Sivyer Steel Corporation in The Challenge and established a formal site file containing all of the information necessary to verify the company’s participation. Additionally, the intern developed an energy intensity tracking tool used to monitor the plant’s performance and progress toward The Challenge. A plant-wide assessment was conducted to evaluate all energy consuming support equipment. Once an energy baseline was established, the intern completed a Prado Analysis to determine the top energy consumers and greatest opportunities for reduction efforts.

SIVYER STEEL CORPORATION

COMPANY PROFILESivyer Steel Corporation was founded in 1909 as one of the first big steel foundries in the United States. The company produces steel castings for various industries including mining, military, energy, agriculture, railroad, and construction. The company is an ISO 9001:2008 certified steel foundry devoted to safety and quality of the products and services the company provides. Sivyer Steel is also committed to continuous improvement of plant operations to ensure safety of the employees and to be a good steward of the environment. The plant is currently located in Bettendorf, Iowa, operates 24 hours per day, 5 days per week, and employs approximately 250 people.

MADISON CURRIEMECHANICAL ENGINEERINGIOWA STATE UNIVERSITY

BETTENDORF



Office Lighting Program: There are varying levels of occupancy in the office areas. This leaves room for efficiency improvements to reduce energy use. Signs have been placed at every office light switch on company property reminding employees to shut off the light in their office space or restroom when the area is unoccupied. Enforcing the lighting program will reduce annual energy consumption by 17,880 kWh and a cost savings of $809.

Compressed Air Leak Detection & Repair: The compressed air system currently operates four air compressors. Using an ultrasonic leak detector, the intern completed a leak detection survey of the system. The survey revealed 58 leaks throughout the plant, which were quantified and tagged for repair.

Compressed Air Surveys: Maintaining the compressed air system is essential to improving the air compressors’ performance and reducing excess noise within the plant, especially in high traffic areas. Scheduling and completing compressed air surveys four times per year has the potential to save an additional 64,584 kWh in energy and associated costs per year.

Dust Collector Motor Controls (VFD): The dust collection systems are some of the top electricity consumers at the plant. It is only necessary to run the dust collection function at full capacity when the specific process is in operation. Installing a variable frequency drive (VFD) on the motors can reduce the total operating cost of the motors by decreasing the speed of the motor when not in use. Based on the nature of their operation, two dust collectors at the plant are good candidates for VFDs, which could substantially reduce annual energy use at the plant.

LED Lighting Replacement: Current lighting in the plant is inadequate for the tasks being performed and is not efficient to operate. Updating the lighting system with LED fixtures in the cleaning departments, heat-treat process, and the main-bay areas of the plant could significantly reduce energy usage and improve lighting quality. The improved lighting quality could also impact the quality of casts and reduce scrap and repair costs.




ENERGY BASELINE & EQUIPMENT AUDIT $5,500(one time) N/A IMPLEMENTED

OFFICE LIGHTING PROGRAM $809 17,880 kWh IMPLEMENTED

COMPRESSED AIR LEAK DETECTION & REPAIR $12,735 193,753 kWh IN PROGRESS

COMPRESSED AIR SURVEYS $4,245 64,584 kWh RECOMMENDED

DUST COLLECTOR MOTOR CONTROLS (VFD) $37,744 551,112 kWh RECOMMENDED

LED LIGHTING REPLACEMENT $28,864 458,166 kWh RECOMMENDED

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WELLS ENTERPRISES, INC.LOGAN CLARKCHEMICAL ENGINEERINGIOWA STATE UNIVERSITY

LE MARS

PROJECT BACKGROUNDThis project aims to improve the efficiency of the compressed air system of the South Ice Cream Plant. Improving the one-line drawings of the system and finding air leaks are priorities for this project. The current one-line drawings are incomplete and need to be updated to show current in-plant design. Updated drawings will provide an accurate map for use in conducting air leak surveys and future maintenance of the system. On-going detection and repair of compressed air leaks will reduce the air demand from the compressors and lead to energy and cost savings.

INCENTIVES TO CHANGEThe last full update to the plant one-line schematic drawings of the compressed air system was completed in 2003. The one-line diagrams are used as a map and documentation for plant air leak surveys. Any compressed air lines in new or changed areas of the plant were not documented on the diagrams and therefore not included in the leak detection surveys. Updated drawings will allow for more complete identification and repair of the detected leaks. A leak that produces 30 decibels of noise accounts for approximately 2,800 kWh per year of electricity. This internship represents the opportunity to do more in-depth and comprehensive surveys in the future, leading to reduced energy usage and associated costs.

RESULTS Compressed Air System Drawings: Growth, expansion, and improvement projects have led to changes in the compressed air system that were not documented on the existing drawings. Updates were made to the existing one-line drawings to ensure they were current and accurate. Necessary changes were found on all pages of the existing drawings that were provided. Five new pages of piping diagrams were added to account for new expansions that were undocumented. In addition to increasing the accuracy and savings potential of future air leak surveys, these updated drawings will be useful to engineers and project managers as they do project planning at the facility.

SICP Compressed Air Leak Detection and Repair: A leak detection survey of the South Ice Cream Plant (SICP) revealed leaks representing an air loss of 305 cfm of air. This air loss requires the compressors to use an extra 526,890 kWh of electricity. Repairing these leaks will reduce the load on the compressors and channel more air toward intended production uses. The most frequent problem came from

COMPANY PROFILEWells Enterprises, Inc. is the largest privately held, family-owned ice cream and frozen treat manufacturer in the United States. The company was founded in 1913 and is headquartered in Le Mars, Iowa, the Ice Cream Capital of the World. Wells produces more than 150 million gallons of ice cream a year, including its signature brand, Blue Bunny® and the iconic Bomb Pop®. Wells also manufactures licensed frozen treat brands including Weight Watchers® frozen novelties.


leaks occurring through the threads of fittings. In the future, using thread sealant on all the threaded connections will help reduce the number of leaks.

Engineering Center Compressed Air Leak Detection and Repair: A leak detection survey of the Engineering Center resulted in finding leaks representing an air loss of 43 cfm of air. This amount of air loss translates to an additional 73,888 kWh of electricity used annually. As with the SICP, repairing these leaks will reduce the load on the compressors and improve the operating efficiency. Most of the leaks in the Engineering Center were identified at quick-connect fittings used with most hand tools. Many of these leaking fittings have already been replaced and work was done to identify an alternative fitting that would have a lower leak potential.

Intentional Leaks: Some production lines use compressed air to blow empty wrappers or ice cream off of the conveyer belt. These air blowers are always open, often times when the line is not running. Visual sensors installed on the lines could activate the blowers when production is running and deactivate them when production is not running on a particular line. In addition to reducing energy consumption when a line is not in use, the quality of the air pressure supplied to other lines would improve.

Infrared Surveys: The transformers that supply power for Wells Enterprises Inc. are opened once a year for an infrared survey of the connection points. Because the boxes are owned by the utility provider, they must be opened only by utility company staff and not by Wells. While the transformers were open, all information on the transformers and connection points were documented and entered into a master spreadsheet. Specifications and connection point information on the transformers will now be accessible year round instead of just the one time annually that the transformers are opened.




COMPRESSED AIR SYSTEM DRAWINGS $19,300 (one-time) N/A IN PROGRESS

SICP COMPRESSED AIR LEAK DETECTION AND REPAIR

$21,075 526,890 kWh IN PROGRESS

ENGINEERING CENTER COMPRESSED AIR LEAK DETECTION AND REPAIR

$2,955 73,888 kWh IN PROGRESS

INTENTIONAL LEAKS $2,555 127,754 kWh RECOMMENDED

INFRARED SURVEYS $900 N/A IMPLEMENTED

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WEST LIBERTY FOODS, LLC

COMPANY PROFILEWest Liberty Foods is a meat processing and slicing company with four locations: West Liberty, Iowa; Mount Pleasant, Iowa; Tremonton, Utah; and Bolingbrook, Illinois. The West Liberty plant has 850 employees and is in operation 16 hours per day, 5 days per week with some weekend shifts, as required. All four plants have received ISO 14001:2004 certification. Additionally, three of the four plants have been third-party certified as “Landfill Free,” meaning less than 1 percent of their waste is sent to the landfill. The newest facility in Bolingbrook is also approaching Landfill Free status.

JUSTIN WILLIAMSMECHANICAL ENGINEERINGTHE UNIVERSITY OF IOWA

WEST LIBERTY



PROJECT BACKGROUNDCurrently, West Liberty Foods determines unit production cost by dividing total cost among the production lines based on the amount of product that is produced by each line. The purpose of the 24-week intern project is to create a template to determine the actual production costs and environmental and safety impacts of each production line. The template would allow West Liberty Foods to replicate the analysis and quantify the production costs and impacts of each product line.

INCENTIVES TO CHANGEWest Liberty Foods strives to be a good steward of the environment in all areas of their operations. The company has received numerous awards for outstanding environmental performance and continues to seek improvement opportunities. Gaining a better understanding of the environmental impacts of production will be useful as the company strives to maximize the efficiency in which it operates and achieve environmental excellence.

RESULTSThe production line for the cold-cut trio consists of eight distinct processes including Evisceration/Cutup, Pre-Blending, Blending, Stuffing, Cooking, Freezing, Slicing/Packaging, and Ship-Out. This line was selected as the model for the development of an assessment template that can be replicated across the remaining production lines.

Life Cycle Analysis: The intern first created a process map to identify all the equipment associated with the cold-cut-trio production line. Consumption of each resource was measured during each stage throughout the entire process. Costs considered include energy usage, water treatment and disposal, compressed air, steam, refrigeration, plant ventilation, chemicals, and labor.

The true cost and environmental impact of each resource was then applied to a life cycle assessment and cost analysis to quantify total operating costs of the process. Considerations for determining life cycle costs also included purchasing, production and disposal.

Development of Life Cycle Analysis Modeling Tool: The life-cycle data was then used to develop a calculating tool that can be replicated throughout the plant. The methods used to develop the life cycle analysis were included providing the company with a model for calculating the life-cycle costs and environmental impacts for other production lines.

Understanding the resource usage and production costs could enable the company to maximize the efficiency of their production lines and improve bottom line savings.



DEVELOPMENT OF LIFE CYCLE ANALYSIS MODELING TOOL

$64,000(one time) N/A IMPLEMENTED

32

PROJECT BACKGROUNDWinnebago Industries has long been committed to improving their environmental impact. This is the fifth year that Winnebago has participated in the Pollution Prevention Intern Program in order to help with their sustainability efforts. The company’s current environmental project is to divert solid waste from the landfill. Winnebago currently diverts nearly 70 percent of their solid waste from the landfill, and the goal of the intern’s project is to increase the amount diverted.

INCENTIVES TO CHANGERVs are built for people to enjoy the outdoors, and Winnebago is committed to helping their customers enjoy the

environment by practicing sustainability and conservation in its manufacturing operations. Winnebago continues to strive towards a goal of Zero Landfill and grows closer each year. The company also recognizes the economic benefits of Zero Landfill. With landfill fees increasing across the state, there is more opportunity for cost savings.

RESULTSWood Waste Recycling: Winnebago generates wood waste from broken pallets, packaging, and scrap material from their cabinet production area. Currently all of the wood that Winnebago discards is put into separate containers and is delivered to the landfill. A wood waste recycling company has agreed to take all of the wood waste that Winnebago

generates and grind it into mulch and animal bedding. An exterior concrete pad will be constructed to store and separate the wood into various grades, which can then be loaded onto trucks. Recycling their wood waste using this new method could generate significant cost savings for Winnebago.

Stitchcraft Recycling: Stitchcraft is responsible for the upholstery and carpeting in all of the RVs. Kraft paper is used as the backing on certain fabrics to protect it from the conveyer belts. There are also cardboard tubes that the fabric and kraft paper are rolled on. Both the kraft paper and the tubes can be incorporated with the cardboard that is baled at the waste sort facility. By recycling these materials, Winnebago can divert material heading to the landfill and increase their cost savings.

WINNEBAGO INDUSTRIES

COMPANY PROFILEWinnebago Industries is a leading manufacturer of recreational vehicles (RVs) in the country. The company is headquartered in Forest City, Iowa, with a workforce of more than 2,400 people. The production facility in Forest City covers more than 200 acres, which makes it the largest production facility of RVs in the world. Winnebago Industries also has production facilities in Charles City, Iowa; Lake Mills, Iowa; and Middlebury, Indiana. Winnebago differs from several other RV manufacturers because the bulk of the components used in the RVs are produced at Winnebago’s main facility in Forest City.

JESSE LUMPAINDUSTRIAL ENGINEERINGIOWA STATE UNIVERSITY

FOREST CITY



Bertha Plastic Recycling: A waste stream analysis shows that 15 percent of the solid waste exiting the motor home assembly plant was in the form of clear plastics that could be recovered and recycled. The production lines have a process in place for collecting polystyrene generated along the lines, and this process could be extended to the recovery of clear plastics as well. After collection, the clear plastics could be sent to the company’s materials recovery facility to be baled along with other plastics collected across the Winnebago campus. Collection and recycling of the clear plastic material from the assembly plant could divert 190 tons of material from the landfill and generate significant cost savings for Winnebago. Upgrade Oil Separators: The Plastics Building uses 10 vacuum pumps for a number of production operations. The exhaust lines for these pumps are interconnected and lead outside to be discharged. Liquid-gas separators are used to remove oil from the exhaust before it exits the building and the oil is disposed of separately. After analysis, it was determined that these separators are not performing optimally. Separators with a higher performance rating have been ordered and, once installed, will operate more efficiently and capture more of the oil. The environmental savings will be documented when the new separators are operable and the results can be substantiated.



WOOD WASTE RECYCLING $15,000 1,375 tons RECOMMENDED

STITCHCRAFT RECYCLING $3,230 28 tons IMPLEMENTED

BERTHA PLASTIC RECYCLING $16,200 190 tons IMPLEMENTED

UPGRADE OIL SEPARATORS N/A To be verified IN PROGRESS

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ZOETISZAC SCHANAUMECHANICAL ENGINEERINGUNIVERSITY OF WISCONSIN - PLATTEVILLE

CHARLES CITY

PROJECT BACKGROUNDThe mission of this project is to improve the efficiency of the mechanical systems to reduce energy usage and costs associated with the energy demands at Zoetis. The focus was to evaluate the efficiency of the chilled water system and identify opportunities to reduce energy usage. However, all the mechanical systems and procedures are integrated to a degree and are subject to the same analysis. Once opportunities are identified, cost and energy efficient strategies are to be researched in order to identify the most beneficial and feasible solutions.

INCENTIVES TO CHANGEBeing a world leader in the industry of animal health, Zoetis requires a highly controlled environment for its testing, production, and inventory. Maintaining these strict specifications can be a major source of energy and resource consumption. Zoetis employs continuous improvement strategies and is constantly seeking alternative methods, procedures, and technologies to optimize their energy efficiency. A significant amount of capital is already invested into their energy bill, and with electricity rates set to increase, this becomes an even greater priority. By recognizing the primary energy consumers, strategies can be developed to alleviate the financial impact and also minimize the environmental footprint left behind.

RESULTS Chiller Configuration Optimization: Two identical, air-cooled, screw-type chillers provide cooling for one of Zoetis’ auxiliary buildings using an equal load-bearing strategy. Since an equal capacity is drawn from each chiller, there are often times when more compressors are activated than are necessary. An uneven load bearing strategy could help optimize the operating efficiency of the chillers and reduce the number of chillers operating concurrently. In an uneven load bearing strategy, a lead chiller would be established and subject to a near-full load before a second lag chiller is introduced and given a partial load based on the current demand. Staging the operation of the chillers would improve the chiller system’s aggregate efficiency and reduce energy consumption.

COMPANY PROFILEOnce a component of Pfizer, Zoetis became a standalone company in 2012, and established its global presence as the largest company in the animal health industry. Zoetis discovers, develops, manufactures and commercializes a diverse portfolio of animal health medicines and vaccines. They cater to the needs of veterinarians, livestock farmers, and companion animal owners. With more than 60 years of experience in animal health, Zoetis sells product in more than 100 countries, supports 8 different species of animals, and provides approximately 300 varying product lines.


Pump Configuration Optimization: Two pumps operating at approximately 50 Hz in parallel are used to satisfy the flow requirements of a given chiller system. When one chiller is active, a single pump has the capacity to supply sufficient flow to the system provided its frequency is increased to 60 Hz. Increasing the frequency of the active pump and shutting off a second pump while one chiller is active could make the system more efficient and help preserve the life of the pumps.

Variable Frequency Drive (VFD) Installation: Two pumps operating in a hot water circuit are currently controlled using throttle valves. Restricting pump discharge or rerouting flow-through bypasses can increase energy usage. Additionally, throttle valves can often be a source of corrosion, erosion, emissions, leaks, and cavitation. There are signs of cavitation in the system, which can be detrimental to equipment health and cause inefficiencies in the system. VFD’s are the most efficient means of flow manipulation as they automatically regulate and adjust pump speeds. Along with reducing energy usage, VFD’s improve pump reliability, decrease associated maintenance, augment longevity, allow for soft starts, and avoid cavitation.

Piping, Valve, and Tank Insulation: Insulation of piping, valves, and tanks serves a variety of purposes. Most obvious, insulation reduces the amount of energy loss that occurs through heat transfer to or from a surface. Safety hazards are also avoided with insulation, as exposed piping can cause burns, create uncomfortable working conditions, emit higher CO2 levels, and condensate dripping off of chilled water pipes can create slippery conditions. A well-insulated system is more efficient because the working fluid is kept at an optimal temperature. Insulating specific areas of piping and equipment at the plant could reduce both electric and heat energy use.

Optimized Draft Regulator (ODR): Currently three boilers, equipped with ancillary components such as economizers and pre-heated combustion air intakes, provide heating for the Zoetis facility. By focusing on the draft method, the boilers can be made even more efficient using ODR’s. The ODR’s purpose is to slow the combustion air moving through the stack to provide more contact time between the hot gases and the water in the boiler vessel. Controlling the flue gas velocity will enhance thermal and combustion efficiencies and encourage a cleaner and more complete fuel burning.




CHILLER CONFIGURATION OPTIMIZATION $8,350 131,535 kWh RECOMMENDED

PUMP CONFIGURATION OPTIMIZATION $2,350 47,122 kWh RECOMMENDED

VARIABLE FREQUENCY DRIVE (VFD) INSTALLATION $5,000 56,790 kWh RECOMMENDED

PIPING, VALVE, AND TANK INSULATION $3,850 7,790 Therms34,765 kWh IN PROGRESS

OPTIMIZED DRAFT REGULATOR (ODR) $41,800 82,603 Therms RECOMMENDED

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PROJECT BACKGROUNDZoetis’ energy bill is calculated from actual energy usage and the highest rate of demand in a month. Utility providers must maintain the capacity to provide energy without interruption when all facilities drawing on that source are operating at maximum energy usage. The cost of this stored energy is passed on to the consumer in the form of peak demand charges. The goal of this 24-week project is to identify key contributors to the electrical load and develop strategies to reduce energy consumption, particularly during peak load hours.

INCENTIVES TO CHANGEThe production processes at Zoetis require a highly controlled environment. Maintaining such specific conditions can be energy intensive. Zoetis is constantly looking for ways to improve the efficiency of its facility and improve environmental performance. Identifying and improving the efficiency of major energy users could significantly reduce energy costs and improve environmental impact.

RESULTSThe greatest impact on peak demand of all the analyzed criteria was dew point, which is a weather measurement that incorporates both temperature and humidity. Dew point has a significant impact on the facility’s demand because the air must be treated when either the temperature is high or humidity is high. Additionally, the equipment used to counter the heat and humidity conditions are large energy users such as chillers and air handling units.

Humidity Setbacks: Air handlers cool air to a designated set point when the outdoor air temperature is too high. To reduce humidity, the air handlers cool the air even further, which condenses moisture out of the air. The air is then heated back up to the temperature set point. Given this additional workload, dew point has large impact on the electrical demand from the chillers and air handlers. Allowing the humidity level to rise by eight percent would significantly reduce the need for dehumidification.

Nighttime Temperature Setbacks: The primary office

ZOETIS

COMPANY PROFILEOnce a component of Pfizer, Zoetis became a standalone company in 2012, and established its global presence as the largest company in the animal health industry. Zoetis discovers, develops, manufactures and commercializes a diverse portfolio of animal health medicines and vaccines. They cater to the needs of veterinarians, livestock farmers, and companion animal owners. With more than 60 years of experience in animal health, Zoetis sells product in more than 100 countries, supports 8 different species of animals, and provides approximately 300 varying product lines.

JOEL MORTONMECHANICAL ENGINEERINGIOWA STATE UNIVERSITY

CHARLES CITY



building on site is unoccupied at night. Allowing the temperature to rise during unoccupied hours would result in a decreased load on the chillers without sacrificing human comfort.

Winter Temperature Setback: In the winter, an interstitial heats intake air then cools it into lab rooms. This process of heating and cooling is unnecessary. To reduce the need for heating and cooling, the temperature set point of the interstitial could be lowered. This reduces the load on the boilers as well as the load on the chillers.

Lab Temperature Setback: Zoetis has many labs which contain incubators. These incubators produce a lot of heat in the labs, and the labs must be constantly cooled to keep the temperature in a comfortable range. To reduce the cooling load, cooling can be stopped during days when the labs are unoccupied. This eliminates unnecessary cooling while also maintaining comfortable temperatures for occupants.Pipe and Valve Insulation: Steam and condensate lines

have very high temperatures. Without insulation, pipes and valves can leak a significant amount of heat, which increases the demand on steam generation and the cooling load of the rooms. Some valves and sections of pipe are uninsulated. Insulating these areas would increase their thermal efficiency and save energy.



HUMIDITY SETBACKS $33,798 545,122 kWh RECOMMENDED

NIGHTTIME TEMPERATURE SETBACKS $1,656 26,730 kWh RECOMMENDED

WINTER TEMPERATURE SETBACK $6,919 84,077 kWh8,133 Therms RECOMMENDED

LAB TEMPERATURE SETBACK $1,202 19,394 kWh RECOMMENDED

PIPE AND VALVE INSULATION $7,082 14,306 Therms RECOMMENDED

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2016 PROJECT INDEX POLLUTION PREVENTION INTERN PROGRAM

ALTERNATIVE ENERGY

• City of Clinton• City of Bloomfield

COMPRESSED AIR

• Well’s Enterprises, Inc.

CHILLERS

• Zoetis - 2016

ENERGY REDUCTION

• Bridgestone Americas Tire Operations• City of Bloomfield• CF Industries• Principal Financial Group - 2015• Sivyer Steel Corporation• Wells Enterprises, Inc.• Zoetis - 2016• Zoetis - 2015

HAZARDOUS WASTE

• Hach Company

HVAC

• City of Bloomfield• Principal Financial Group - 2015• Zoetis - 2015

LIGHTING

• Principal Financial Group - 2015• Sivyer Steel Corporation

PROCESS IMPROVEMENT

• Alcoa, Inc.• Bridgestone Americas Tire Operations• Cargill, Inc.• CF Industries• Hach Company• Hormel Foods Corporation• Sivyer Steel Corporation• Winnebago Industries• West Liberty Foods, LLC• Zoetis - 2016• Zoetis - 2015

SOLID WASTE MANAGEMENT

• Alcoa, Inc.• Principal Financial Group - 2016• Winnebago Industries

WASTEWATER TREATMENT

• Hach Company

WATER USE REDUCTION

• Bridgestone Americas Tire Operations• Cargill, Inc.• CF Industries• Hormel Foods Corporation

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FOR COMPANIESPollution Prevention Services is currently accepting requests for 2017 intern projects. Companies must submit a project request that identifies a focus project and outlines the desired objectives and deliverables. Company project requests must be submitted by December 1, 2016 to be considered for 2017 intern placement.

Project requests will be reviewed upon receipt and companies contacted within two weeks for additional project development. Final determination of acceptance will be made within 30 days after project development is completed. Intern assignments for finalized projects will begin in DECEMBER OF 2016.

Please note: Students are not trained in or qualified to assess regulatory compliance issues.

FOR STUDENTSGraduate and junior- or senior-level undergraduateengineering students are encouraged to submit the following documents for consideration:

• Application Form • Résumé • Cover Letter • Unofficial copy of transcripts • List of Fall 2016 and Spring 2017 classes

Selection of 2017 interns will begin in October and continue into the spring until project assignments are finalized.

Pollution Prevention Services is offering internships for:

• 12-weeks (May 22-August 11, 2017) • 24-weeks (May 22-November 10, 2017)

Selected applicants will be matched to a project based on academic performance, relative experience and technical skills.

SUBMIT PROJECT REQUESTS & APPLICATIONS TO:DANIELLE DILKS, P2 Intern Program CoordinatorIowa Dept. of Natural Resources502 East Ninth Street, Des Moines, IA 50319-0034Phone: (515) 725-8363 [email protected]

» Join the P2 INTERN PROGRAM in 2017!

STUDENT APPLICATION & BUSINESS REQUEST FORMS ARE AVAILABLE ONLINE AT:

www.iowap2interns.comForms may be submitted electronically, faxed or mailed.


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