Energy Optimization and Alignment: How a Pharmaceutical Leader Trimmed Energy Expenses by 20%

Challenge

A global pharmaceutical company contracted ENGIE Impact to run an Energy Efficiency Optimization (EEO) project. The main objective was to reduce their energy costs while delivering CO₂ reductions by increasing energy efficiency at five production sites. It quickly became clear that there was little support for this project within the company due to a lack of information and communication.

The project had not been promoted internally and there was little agreement among stakeholders about how it aligned with the corporate strategy. Experience has shown that a lack of corporate governance and internal alignment often derails decarbonization efforts. This company needed a convincing reason to give this project the same weight as its core business objectives and collectively commit to an energy reduction plan.

Solution

ENGIE Impact proposed a change management program as one stream within the broader EEO project. Intended to foster internal alignment and energize the organization to act on sustainable solutions, we set out to define and execute a communication plan for internal and external stakeholders. The program focused on three packages:

1. Building a Change Story: Drawing people into the project and communicating targets
2. Learning Environment: Training members to communicate in the same way about sustainability measures across the entire organization, clarifying the collective purpose and avoiding misunderstandings
3. Collective Event: Held to share best practices and learnings among the people that will carry out the decarbonization project

Collaboration is needed for genuine transformation, and a tailored change management package is useful for breaking down siloes and getting people moving in the same direction.

Results

Delivering the desired results was facilitated by the capacity to transcend the standard conception of an engineering consultant focused on technical solutions alone. By engaging with the human side of the equation, we were able to foster internal governance, priority-setting, and decision-making to carry out a programmatic approach. This approach delivered:

• 20% energy cost reductions identified, which will simultaneously lower CO₂ emissions
• 100+ company engineers participated in a two-day collective event that provided visibility about the energy efficiency project, cross-fertilization of carbon solutions, and motivation to buy in to the decarbonization program
• Established a communication plan that clarified the reasons, objectives, and ambitions behind the new carbon strategy, inspiring participation and a commitment to results

With the organization now aligned around decarbonization goals with feasible solutions communicated across a portfolio of sites, the company is catalyzed to achieve its cost savings and potentially roll out a similar roadmap in other regions.