The Question - Manufacturing Outlook - Issue 12

TH E Q U E STION

Sustainability vs Energy Costs: How can manufacturers balance sustainability goals with rising energy costs?

TH E Q U E STION

Sustainability vs Energy Costs: How can manufacturers balance sustainability goals with rising energy costs?

In each edition, we invite business leaders from across the manufacturing sector to give their views on the same question

2 | Manufacturing Outlook Issue 12

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

MELTON CHANG Executive Vice President, Power Systems Division, Schneider Electric For manufacturers, energy volatility is no longer simply a risk to manage – it represents a strategic lever to build competitive advantage. Sustainability and energy affordability should be viewed as complementary priorities rather than trade-offs.

Electrification is central to this shift, fundamentally reshaping how energy is sourced, consumed, and optimised. By transitioning from fossil-based systems to electricity, manufacturers can enhance efficiency, integrate lower-cost clean energy, reduce exposure to price volatility, and decarbonise their operations.

However, too often, electrification is evaluated in isolation rather than as a strategic lever aligned to core business objectives, operational performance, and financial outcomes.

When combined with digital energy management and operational excellence, electrification enables organisations to strengthen resilience whilst maintaining control over long-term energy costs.

This transformation extends across core operations through the electrification of industrial heat and motion, improved demand flexibility, and integration of clean energy sources.

Energy therefore becomes a controllable, strategic asset, enabling manufacturers to build more efficient, resilient, and competitive operations, and positioning it as a driver of long-term value creation. www.se.com

JO GILBERT Technology Director, GSMA Jo Gilbert is a Technical Director at the GSMA, leading Connected Manufacturing that brings together operators, enterprises, and the ecosystem. With over 20 years in telecommunications (telecoms), she supports organisations in applying technologies like 5G, IoT, AI and non-public networks to drive industrial innovation and resilience.

Balancing sustainability with rising energy costs isn’t a trade-off, but a discipline. Energy is a major operational cost for manufacturers, so using it more efficiently is one of the most practical ways to support sustainability and competitiveness.

The starting point is reducing the energy required per unit of output through smarter processes, modern infrastructure, and better visibility across operations. But efficiency alone isn’t enough without data. Organisations need consistent, comparable information on energy use to identify waste, spot inefficiencies, and track progress over time. Technologies such as IoT sensors can provide the real-time visibility needed to turn energy consumption into actionable insights. Without measurement, cost control and sustainability strategies fall short.

Longer term, increasing the use of renewable energy will be key to cutting emissions and reducing exposure to volatile energy prices. However, the right approach will depend on site conditions, grid access, and local energy availability. That means the solution will look different across facilities and markets, but the principle remains the same: measure accurately, improve efficiency first, and then integrate cleaner energy where it makes commercial sense.

Manufacturers should treat energy performance as a core operational priority, using it to strengthen resilience, control costs, and support long-term competitiveness. www.gsma.com

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THE QUESTION SUSTAINABILITY VS ENERGY COSTS

ORIANA RAABE

Oriana Raabe is Vice President of Sustainability and Corporate Innovation at Pentair, where she leads sustainable manufacturing practices, energy and materials-efficient innovation, and the advancement of technology‑driven water solutions. Raabe’s work focuses on building sustainable, energy‑efficient foundations that improve performance.

principle that can be used to not only reduce energy costs and greenhouse gas emissions but also create customer value when incorporated into products.

Manufacturers do not have to view sustainability and rising energy costs as competing priorities; the two are increasingly interconnected and can be addressed in tandem. Ultimately, improvements in energy efficiency not only benefit the planet, but also a company’s bottom line through reduced costs and by adding value to products.

Taking a proactive approach by embedding sustainability into product design and manufacturing processes from the beginning helps organisations mitigate volatility in energy markets and build long-term resilience.

Rising energy costs are a huge concern for both companies and consumers. Energy efficiency is a core sustainability

www.pentair.com

Vice President of Sustainability and Corporate Innovation, Pentair

SASKIA VAN GENDT Chief Sustainability Officer, Blue Yonder Saskia van Gendt serves as Chief Sustainability Officer at Blue Yonder. In this role, van Gendt is responsible for developing and executing Blue Yonder’s sustainability strategy and driving sustainability initiatives in product roadmaps and across the company.

In the food and beverage industry, volatility is amplified by energy price fluctuations, climate impacts on agriculture, and supply chain disruption. This makes supplier relationships critical, as a significant share of the sector’s environmental footprint sits in Scope 3, spanning farming practices, packaging, logistics, and waste.

Many companies struggle to obtain consistent, comparable data across ingredients, packaging, and logistics partners.

Without this, it is difficult to accurately understand the carbon and waste footprint of products or make informed trade-offs when sourcing decisions need to change.

At Blue Yonder, we help companies and their suppliers convert real-time supply chain activity into usable sustainability metrics, enabling carbon, waste, and efficiency to be managed alongside cost and service performance in day-to-day decision-making. This is important in inventory planning and demand forecasting, where food waste and overproduction remain challenging.

We also see more advanced suppliers using sustainability as a competitive differentiator, especially in logistics and cold chain operations, where efficiency improvements directly reduce both emissions and operating costs.

The strongest supplier relationships are built on transparency, shared data, and integrated decision-making.

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When sustainability is embedded into planning and execution systems, companies can reduce waste, strengthen resilience, and maintain profitability even in volatile conditions.

Blue Yonder Blue Yonder is the AI company for the supply chain.

As the world leader in end-to-end digital supply chain transformation, it offers a unified, AI-driven platform and multi-tier network that empowers businesses to operate sustainably, scale profitably, and delight their customers – all at machine speed. blueyonder.com

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

ANDREW HAMMOND Product Marketing Manager, Renewable Energy, Panduit Andrew Hammond is Product Marketing Manager, Renewable Energy at Panduit, where he leads the go-to-market strategy for the company’s growing electrification and renewable energy initiatives. Hammond’s work focuses on helping manufacturers, utilities, and infrastructure operators modernise power systems whilst balancing reliability, safety, operational efficiency, and sustainability.

Manufacturers don’t have to choose between sustainability and cost control. They can put sustainability investments to work through electrification, which allows many successful organisations to pursue both goals simultaneously.

When a company electrifies a process, such as heating or transportation, they enable the use of low-carbon energy. At the same time, they gain more control over long-term energy costs and open the door to true energy independence.

Installing solar on-site or investing in a larger wind or solar project offsite through a power purchase agreement (PPA) locks in energy costs for 20 years or more. With renewable energy, costs are derived from building and maintaining the infrastructure. Unlike diesel and natural gas, the fuel is free and untethered from global events.

An added benefit of electrification is how easy it is to quantify positive sustainability progress. The emissions math is simple, even if a portion of the electricity consumed is generated by burning fossil fuels. The good news is that as more low-carbon energy sources are added to the grid, the numbers for the business will continue to improve.

Panduit Panduit, a global leader in electrical and network infrastructure solutions, thrives on ingenuity and enterprise.

The company focuses on solving problems and achieving success through its comprehensive portfolios, helping organisations navigate digital, electrical, and workforce transformations for sustainable growth. www.panduit.com/en

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THE QUESTION SUSTAINABILITY VS ENERGY COSTS

OWEN POWER CEO, Greenvolt Next UK and Ireland Owen Power is the CEO of Greenvolt Next UK, with over two decades of leadership experience in the renewable energy sector. He also serves as the CEO of Greenvolt Next Ireland, managing a rapidly expanding portfolio of commercial, industrial, and decentralised clean energy solutions.

PAUL BATES Product Marketing Manager, Epicor Paul Bates is a senior Product Marketing Manager with global responsibility for sustainability, shipping, e-commerce, and related products in Epicor. Before that, Bates worked in a variety of product and marketing management roles in the telecoms, finance, cybersecurity, and cloud industries.

Manufacturers are increasingly recognising that operational efficiency and sustainability are not competing priorities but closely connected challenges.

Businesses with strong visibility across their operations are finding opportunities to reduce waste, improve efficiency, and better understand their carbon footprint. Increasingly, the companies making the most progress are embedding sustainability into everyday operational decision-making, rather than treating it as a separate reporting exercise.

The same operational data used to manage production, materials, machine usage, and overheads is now helping manufacturers build a clearer picture of energy consumption, emissions, and long-term operational resilience. As sustainability reporting requirements continue to evolve, manufacturers are looking for practical ways to integrate carbon accountability into existing operational and enterprise resource planning (ERP) processes rather than creating separate systems.

In many cases, the manufacturers improving efficiency and reducing waste are also becoming more resilient, competitive, and cost-effective in the long term. www.epicor.com/en

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Manufacturers can balance sustainability goals with rising energy costs by treating energy not simply as an overhead, but as a strategic lever for resilience and competitiveness. In today’s market, volatility is no longer a short-term disruption; it is a constant feature of the energy landscape. That means businesses need solutions that reduce exposure to price shocks whilst supporting decarbonisation.

One of the most effective ways to achieve this is through on-site renewable generation, particularly solar for self-consumption. By producing electricity where it is used, manufacturers can lower reliance on the grid, reduce costs, and gain greater predictability over a significant share of their energy demand. When paired with battery storage, this can further optimise consumption by shifting energy use away from peakprice periods.

Crucially, these solutions do not always require upfront capital. Through models such as PPAs, manufacturers can access clean energy infrastructure at a fixed, predictable price over the long term, helping protect margins whilst advancing sustainability targets.

Ultimately, the balance comes from seeing sustainability and cost management not as competing priorities, but as increasingly aligned. The manufacturers that act now will be better placed to manage uncertainty, strengthen operational resilience, and build long-term competitive advantage.

Greenvolt Next UK Greenvolt Next UK delivers renewable energy solutions for businesses, helping them reduce energy costs, cut carbon emissions, and improve energy resilience.

It designs, finances, installs, and manages solutions including solar photovoltaic (PV) and battery storage, and supports organisations from initial feasibility through to long-term operation.

next.greenvolt.com/uk

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

JOE GARTESKI Directory of Manufacturing, Fastenal Manufacturers can work towards sustainability without losing control of energy costs. Start with the basics: improve efficiency, be smart about where energy comes from, and pay attention to what the data shows. The quickest win is usually energy efficiency. That might mean upgrading old equipment, fine-tuning processes, or using real-time monitoring to better manage energy use, including shifting operations to off-hours when it makes sense. These changes can lower costs whilst helping reduce emissions.

Manufacturers are also looking at renewable energy beyond its sustainability value as a way to make costs more predictable. On-site solar, off-site renewable sourcing, or long-term PPAs can protect against price swings. Whilst it may require more upfront investment, these options create stability over time and support long-term sustainability efforts.

They also help to focus on areas that will make the biggest difference first – energy-heavy processes, waste, or supply chain points that have the biggest environmental and financial impact. That way, resources are going towards improvements that matter.

In the end, sustainability and cost control don’t have to work against each other. When approached thoughtfully, they can support one another – helping manufacturers become more efficient, resilient, and better positioned for the future.

Fastenal Fastenal helps organisations worldwide reduce cost, risk, and supply chain constraints. With extensive local presence and embedded technology, the company delivers tailored solutions, combining great people, close to your business, with world-class logistics, technology, and resources. www.fastenal.com

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THE QUESTION SUSTAINABILITY VS ENERGY COSTS

JO HANNAFORD Product Director, POWWR A commercially astute and people-centred product leader, Jo Hannaford has more than a decade of experience delivering growth across a variety of industries including software as a service (SaaS), energy, healthcare, and retail.

Prior to POWWR, Hannaford worked for Correla, Shell Energy, npower, and John Lewis.

Manufacturers looking to balance sustainability goals with rising energy costs can do so by focusing on both operational efficiency and smart investments.

Reducing waste, improving process efficiencies, upgrading equipment, and optimising heating and cooling systems can all help to immediately lower energy consumption. Beyond these steps, manufacturers should also prioritise high-impact investments that serve both sustainability and cost goals. Microgeneration, such as solar panels, combined with battery storage can be transformative. By generating and storing their own energy, manufacturers can draw from their battery during peak-cost periods and rely on the grid at off-peak times.

Being on a fixed tariff provides cost certainty over a defined period, helping to minimise the impact of market volatility.

Yet, to optimise solar and battery setups, smart meters and time-of-use tariffs are essential. These allow manufacturers to strategically shift consumption and maximise savings.

POWWR POWWR is an award-winning cloud-based software provider for the energy and utilities sector. Utilising its

TOM KUCHARSKI President and CEO, Invest Buffalo Niagara Tom Kucharski has served as President and CEO of Invest Buffalo Niagara since 2000.

Under his leadership, Invest Buffalo Niagara has grown from a start-up initiative to an innovative regional economic development organisation.

There’s no question energy prices are skyrocketing, with more and more power consumers eating up less and less available resources. For manufacturers trying to become more sustainable in their operations, this is leaving them desperate to take whatever affordable sources of energy are available. It’s increasingly becoming a discussion point

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extensive industry experience and working in partnership with its customers, the company combines technology with human ingenuity to build elegant and sustainable solutions. www.powwr.com

as the US makes strategic investments into its reshoring efforts. However, the key is not to abandon sustainability goals, but rather strategically find locations where affordable and available energy meets those goals.

Buffalo, for instance, in Western New York, is providing an affordable location for manufacturers looking to expand during this era of reshoring. The region’s particular advantage here is Niagara Falls, which provides affordable hydro power, courtesy of the New York Power Authority.

This has given manufacturers of all sizes the ability to access low-priced energy whilst still meeting emissions goals.

Finding regions like Buffalo needs to be an imperative focus for manufacturers determining where to make an investment or expand into next. Sustainability and affordability don’t always need to be at odds with each other, as long as you know where to look.

buffaloniagara.org

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

MATT BARTLETT Senior Managing Director, FTI Consulting Matt Bartlett specialises in delivering end-to-end strategic transformation to complex supply networks. He brings more than a decade of executive leadership and advisory experience across supply chain functions, with experience spanning the consumer goods, industrials and chemicals, life sciences, medical devices, high technology, and communications industries.

FTI Consulting FTI Consulting is the leading global expert firm for organisations facing crisis and transformation. The company is dedicated to helping organisations manage change, mitigate risk, and resolve disputes: financial, legal, operational, political and regulatory, reputational and transactional. fticonsulting.com

Sustainability and energy cost management are not competing priorities for energy-intensive industries – they’re complementary when approached with the right sequencing: reduce, source, stabilise.

Near-term opportunity lies in demand-side efficiency – process optimisation, heat recovery, and intelligent energy scheduling deliver immediate return on investment (ROI), reduce emissions, and require no significant capital commitment. Policy incentives and flexible financing structures can further accelerate the transition for manufacturers managing capital constraints.

Longer-term strategy is where competitive advantage is gained. Shifting to renewable sourcing is fundamentally a hedge – against fossil fuel volatility, tightening carbon regulations, and growing competitive exposure in global markets. As renewable infrastructure costs continue their structural decline, early movers build durable cost advantages that compound. This is not an environmental concession; it’s a strategic investment in longterm margin resilience.

The cumulative effect is energy cost stability – reducing a historically unpredictable cost variable and redirecting management focus towards growth and operational excellence.

The transition demands honest planning. Capital constraints and regional energy dynamics are real, and sequencing investment to match financial capacity is essential. The direction is clear: manufacturers that act with discipline today will be structurally better positioned – financially, competitively, and against their sustainability commitments – for the decade ahead.

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THE QUESTION SUSTAINABILITY VS ENERGY COSTS

JACK SMITH Founder and Managing Director, JSJ UK Jack Smith is Founder and Managing Director of JSJ UK, an award-winning bespoke joinery and manufacturing specialist.

Operating from the Preston workshop in Lancashire, JSJ UK manufactures high-quality solutions for the commercial, hospitality, leisure, education, and healthcare sectors across the UK and beyond.

One of the biggest challenges manufacturers face is that sustainability initiatives often require investment at a time when energy, labour, and material costs are already under pressure. The reality is that sustainability has to make commercial sense as well as environmental sense.

At JSJ UK, we’ve focused on making sustainability part of our day-to-day decision-making, rather than treating it

EMILY PRIOR Chief Growth Officer, Secaro Emily is a growth-focused executive leader with international experience delivering social impact. She has worked at Secaro for nearly 10 years, leading the development of innovative, commercial partnerships that accelerate digital solutions for supply chain decarbonisation to drive climate action at scale.

The Iran war has raised European natural gas costs by 70 percent. This is a major issue for manufacturing businesses, which rely on imported gas for industrial heat. But this obstacle offers an opportunity.

Decarbonising supply chain heat has been considered too challenging, and the business case not strong enough to achieve board-level approval at any meaningful scale. This has meant heat decarbonisation has lagged behind other areas of carbon reduction and energy transformation.

The current energy price shocks are changing the economics, making decarbonising industrial heat a no brainer from a cost, environmental and operational resilience perspective.

For manufacturing businesses looking to balance sustainability with energy costs there are several viable options. Renewable energy power purchase agreements can generate significant energy cost savings, and on-site generation, solar PV, biomass boilers, solar thermal, heat pumps and switching fuels to biomethane are becoming

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as a separate initiative. In many cases, the most sustainable solution is simply doing things right first time and avoiding unnecessary rework or waste. Reducing waste, improving material utilisation, and investing in more efficient machinery and digital processes can all help lower energy consumption whilst improving productivity and maintaining quality.

We’re also seeing greater interest from clients who want to understand where materials come from and how products are manufactured. Responsible sourcing is becoming increasingly important, which is why maintaining FSC certification across our timber supply chain remains a key part of our approach.

For manufacturers, the most successful sustainability initiatives are often those that improve efficiency and operational performance at the same time. When sustainability is embedded into everyday decision-making, it is much more likely to deliver lasting benefits for both the business and the environment. www.jsjuk.co

increasingly convincing in terms of cost and security of energy supply. There is also a lot that can be achieved through simple energy efficiency actions.

Decarbonising heat is now business critical. Besides mitigating the impact of O&G price surges, manufacturers and suppliers are evaluating supply chains to eliminate reliance on imported O&G to protect operations, profits and the environment.

Secaro Secaro is a supply chain intelligence network helping organizations decarbonize by combining data, AI, and collaboration in one ecosystem. It reduces the cost and complexity of supply chain decarbonization for the pharmaceutical, automotive, consumer goods, and retail sectors. secaro.io

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

EVAN LING Managing Director, AArete Evan Ling is an accomplished leader with more than a decade of consulting experience in healthcare, financial services, technology, transportation, and retail. Ling leads engagements focused on cost and operational improvement, procurement enhancement, and technology innovation, with specific expertise in strategic sourcing and process improvement.

DR DALE NESBITT CEO and Founder, ArrowHead Economics Dr Dale Nesbitt is a noted national and international energy, resource, microeconomics, modelling, and risk analysis expert. Nesbitt has been in the gas, oil, electricity, and energy decision analysis and modelling business since 1974 and is the CEO and Founder of ArrowHead Economics.

Manufacturers cannot control the market price of electricity, oil, or gas. They are largely price takers, and they are often exposed to external shocks such as tariffs and supply chain disruptions. What they can control is how much energy they need to produce each unit of output and how vulnerable they are to price volatility.

That is why high energy prices are often the moment when efficiency investments make the most economic sense. Whether the choice is better equipment, process upgrades, on-site solar, or battery storage, the value of reducing purchased energy rises when power and fuel are expensive. Payback periods get shorter, resilience becomes more valuable, and the business case gets easier to defend.

The key point is that sustainability is not separate from competitiveness. For manufacturers, it is often a way to protect margins. The firms that invest in lower energy intensity when prices are high are not just reducing emissions. In manufacturing, efficiency is not just a sustainability strategy – it is a hedge against volatility.

Manufacturers can balance sustainability goals with rising energy costs in several ways, and they begin with having the right data. It is critical to understand current energy usage, equipment performance, and contract structures so organisations can forecast costs accurately and make informed decisions.

Once that foundation is in place, the priority should be reducing unnecessary consumption. Access to accurate data helps identify facilities, systems, or equipment that are driving excess energy use, allowing manufacturers to target waste quickly. In many cases, improving efficiency is the most immediate way to lower costs whilst also advancing sustainability objectives.

A second strategy is to review energy procurement and supplier contracts. Organisations that depend on short-term agreements or pricing tied closely to the spot market often experience the most volatility. Longer-term contracts can help reduce exposure to unpredictable price swings and support more effective budgeting.

Finally, some manufacturers are investing in on-site energy generation, including solar, to reduce reliance on external providers. Whilst these solutions often require upfront capital, they can deliver long-term cost stability and strengthen an organisation’s overall sustainability strategy.

AArete AArete is a global management and technology consulting firm specialising in driving profitability improvement, digital transformation, and strategy and change. www.aarete.com

ArrowHead Economics Arrowhead Economics models global energy and materials supply chains to quantify prices, flows, and investment. www.arrowheadeconomics.com

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THE QUESTION SUSTAINABILITY VS ENERGY COSTS

LACHLAN BUIRDS CEO, Edale What was once framed as a sustainability investment is now a commercial necessity. With energy costs pressuring margins, manufacturers are treating efficiency less as a ‘spend to save’ initiative and more as a core requirement for protecting margins, strengthening resilience, and maintaining competitiveness.

The most resilient manufacturers are those treating energy efficiency and sustainability as the same operational challenge. Building that efficiency into processes helps reduce exposure to energy price volatility and creates a more stable cost base.

In label and packaging production, this is particularly visible in curing and drying technology. The move from conventional arc UV to LED UV systems, for example, can deliver power savings across the press, reducing energy bills

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and carbon output at the same time. That kind of tangible, measurable return is what’s driving investment decisions on the shop floor today.

The opportunity goes beyond capital investment. In label and packaging environments, reducing setup waste, improving job changeover efficiency, and rethinking how products are demonstrated to customers can all lower energy and material consumption whilst improving throughput and cost control.

With margins under pressure and energy costs unlikely to fall, manufacturers who build efficiency into their processes now are better placed to protect competitiveness.

Edale Edale is a British manufacturer of flexographic printing and converting solutions for the carton and label markets. edale.com

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

JEFF IRVINE Vice President, Sustainability, Energy and Climate Change, WSP Jeff Irvine has 19 years of experience implementing sustainability policy and programme management solutions for corporations and city governments. Irvine leads the SECC Net Zero Strategy Domain, advising numerous Global 500 companies on science-based target setting, climate transition planning, and activating sustainability strategy implementation.

Rising energy costs do not create a trade-off with sustainability goals. Rather, they crystallise the business case for target achievement. This case rests upon nearterm energy operational expenditure (OpEx) reductions and long-term insulation from energy price volatility and climate regulations.

Manufacturers who haven’t maxed out efficiency improvements should seize this opportunity immediately. Higher energy costs shorten payback periods, pushing more sustainability projects past hurdle rates. If capital budgets are constrained, energy service contracts can transfer performance risk whilst delivering immediate savings. Operational changes identified through retro-commissioning or audits provide OpEx savings without capital. A revolving fund replenished by these savings creates a flywheel for future sustainability investment and growing OpEx savings.

Manufacturers who have already exhausted the low-hanging fruit should focus on hedging future price and regulatory risks. A manufacturer currently meeting sustainability targets through unbundled renewable energy certificates can shift to a long-term renewable power purchase agreement to lock in rates. Similarly, investments in the energy transition, from process electrification to incentivising supplier decarbonisation, mitigate future fossil-fuel price shocks to both energy costs and product inputs. These also reduce regulatory carbon pricing risk.

The real question to ask is what barriers prevented your organisation from taking these actions already?

JUDY TE BREUIL Head of Business Development, Wewise Manufacturers face growing pressure to secure reliable and affordable energy supplies whilst reducing carbon emissions to meet corporate sustainability goals. By combining solar PV with smart energy storage, they can generate their own electricity and use it during peak demand periods. Excess energy can also be sold back to the grid, creating a secondary revenue stream. This ensures solar energy is not just a sustainable choice but a must-have driver of growth and performance.

In large facilities, unused rooftop space is prime real estate for bespoke solar PV installation. The installation of solar panels on rooftops, alongside modular battery systems, delivers immediate cost savings and ensures sustainable power generation. Introducing an intelligent software solution goes a step further by effectively managing both energy consumption and costs. This strategy not only aligns with daylight energy profiles but also supports environmental, social, and governance (ESG) compliance with EU grants.

By transitioning to on-site solar power and smart storage, manufacturers can transform energy into a strategic asset that drives innovation, supports sustainability goals, and opens new avenues for revenue generation to not only protect their bottom line, but also position themselves as leaders in the drive towards a more sustainable industrial future.

WSP WSP is one of the world’s leading professional services firms, uniting its engineering, advisory and sciencebased expertise to shape communities to advance humanity.

Wewise Wewise, a group of business-to-business (B2B) renewable energy specialist companies owned by DCC plc, helps businesses navigate the energy transition with confidence and success. The group leverages global expertise from more than 15 businesses across eight markets, alongside the strong local presence of over 1,000 employees.

www.wsp.com/en-us

www.wewise.com

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THE QU E ST I O N

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