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Energy in Transition


Energy Culture: Why go so far when what you seek is at your doorstep?

The manufacturing industry is facing many challenges today, including energy efficiency. A lot of effort has been made to reduce the energy bill, primarily by investing in new equipment, more efficient technologies, and diversifying the energy purchase. But this is not enough, and there is still an important potential for optimization. Several studies have shown that the remaining opportunity to reduce energy consumption in industry is 15-25%, and that a significant part of these savings can be achieved by focusing on behavior change.  But the road forward is still long.

Energy Culture is the shared mindset that creates and sustains an environment that leads to continual improvement of the energy performance. It comprises people, systems, structure, skills, and strategy.

With regards to the potential savings that could be achieved by changing the behavior, the first step would be to examine and be aware of the achievable savings potential that is there. But even for leading enterprises, establishing and implementing a systematic and successful approach remains difficult.

Improving the Energy Culture in manufacturing industry should not be the challenge that it is. For manufacturing industries, a further increase in energy efficiency would mean maintaining competitiveness and even survival for some sites. It should make acting on behavioral change to improve the energy efficiency an obvious area to pursue. But it’s not. Why is it so? Is the manufacturing industry just at loss on how to move forward?

The manufacturing industry can do a lot with their current resources and without any new major investments.  In many companies “safety culture” is already in place and Energy Culture constitutes an extension of the safety approach. The behavior factors of influence on safety are already identified and allow for targeted improvement measures. Why not using the same approach to tackle energy?

Saving energy in the future will require good leadership, reinforced by people engagement and a strong corporate Energy Culture. The selection of the proper tools to address focal points within a company’s culture is also essential to achieve buy-in on all levels within the organization.

So who will be next in the driving seat? Who will take the lead?

DNV GL’s Energy Culture helps identify and implement structural and behavioral changes to improve energy usage and sustain a focus on energy efficiency. Learn more here! 

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