corporate strategy, energy lifecycle, alternative energy, operations, efficiency
In most industries, energy consumption has long been regarded as a fixed cost, an important but background cost of doing business. During the past several years a convergence of factors – the rising costs and volatility of traditional energy sources, public demand to reduce carbon emissions, and rise of technology in the alternative and distributed energy industries – has created an opportunity to make energy a driver of strategic value and a competitive differentiator. Forward thinking companies have an opportunity to make operational changes that reduce energy demand and carbon emissions without compromising profitability thereby transforming energy consumption into a strategy weapon. Energy use, akin to technology, human resources, marketing and finance, is complex and touches virtually every part of an organization. Attaining this strategic weapon requires a multi-dimensional commitment to a transformative process that fosters an understanding of energy use throughout the corporation. Companies willing to commit to an integrated energy strategy encompassing all aspects of their operations have an opportunity to lower costs and position themselves for long-term wins in the marketplace. Deloitte Consulting proposes a four-step process any business can use to create an energy strategy.