ENERGY EFFICIENCY PREMIUMISATION
the question about which levers to pull first. Rather than trying to tackle the entire value chain at once, the most effective approach is to identify where cost reduction and footprint reduction align and act there first. In our experience, inspections of existing equipment is often one of the quickest routes to achieve both. It helps identify efficiency gaps that can be closed through targeted upgrades, delivering measurable energy and resource savings without the cost or disruption of full replacement. Demonstrating these results then builds internal confidence and appetite for broader change. Another barrier is organisational inertia.
Even when a technology is proven and the economics are clear, change within large manufacturing organisations takes time. Operators need training, maintenance teams need upskilling, and procurement cycles can be slow. And finally, regulatory uncertainty can paradoxically slow adoption. When timelines shift, manufacturers may defer investment rather than risk backing the wrong solution. Clearer, consistent policy signals would unlock a significant latent investment in this space.
Q
What advice would you offer confectionery manufacturers
looking to address rising energy prices, increased regulatory requirements and climate targets? Our core message is straightforward: the
manufacturers who are succeeding in this area do not treat sustainability as a compliance exercise – they make it part of their growth strategy. Growing the business and reducing the footprint are not in tension; in our experience, they are mutually reinforcing. That mindset shift is the most important change a leadership team can make. The next step is to start with what you have.
It’s easy to look at the scale of the challenge and feel that meaningful progress requires a large capital commitment upfront. Often it does not. A thorough inspection of existing equipment can reveal significant efficiency gaps that can be closed through targeted upgrades or process adjustments – frequently with strong payback. What we consistently see is that giving manufacturers clear visibility of their key processes and KPIs across Scope 1, 2, and 3 emissions unlocks a practical roadmap: they can see exactly where the optimisation potential lies, prioritise the highest-impact actions, and build a path toward both cost savings and a reduced environmental footprint. Thirdly, it is important to build transparency
into operations. Regulatory requirements for emissions reporting will become more demanding. Manufacturers who invest now in tools that give them clear visibility into energy consumption and carbon footprint will be far better positioned to respond – and to use that data proactively to drive continuous improvement. Having clear, measurable targets starts with understanding the numbers and it will signal to customers, investors, and regulators alike that the business is serious. Next, do not navigate this alone. The
complexity of reducing emissions across a confectionery operation is genuinely difficult – and it extends well beyond the factory floor. Supply chain emissions are often the largest and least visible share of the footprint. Addressing them requires collaboration with ingredient suppliers, packaging partners, and technology providers. No single organisation can solve this alone. The manufacturers making the most meaningful progress treat it as a shared challenge across the entire value chain.
Q
Where might the biggest energy savings be made in a typical
confectionery factory? The answer varies by product and
process, but across confectionery value chains, we consistently see the same high-opportunity areas.
Thermal processes are often the largest THE BIGGEST SAVINGS
OFTEN COME NOT FROM A SINGLE TECHNOLOGY, BUT FROM VISIBILITY. YOU CANNOT OPTIMISE WHAT YOU CANNOT MEASURE
energy consumers – whether in chocolate tempering, baking, roasting, or drying. These processes are typically run at settings calibrated for worst-case scenarios rather than actual product requirements. This creates significant headroom to reduce consumption through tighter process control and better monitoring. Advanced process automation and real-time data can make a material difference here without changes to the underlying equipment. In parallel, advances in equipment design
are also unlocking significant savings. Solutions such as Bühler’s OptiBake can also make an impact. Launched in 2025, OptiBake reduces energy consumption by up to 50% compared to conventional gas-fired wafer baking ovens. Its induction heating system uses electromagnetic fields to generate heat directly within the baking plates, eliminating open flames and direct emissions from combustion. The result is a clean, highly efficient baking process that supports both operational excellence and ambitious sustainability targets.
Grinding and milling
operations – particularly in chocolate and cocoa processing – are also highly energy-intensive. Modern milling technology has
advanced considerably, and upgrades to existing grinders can deliver substantial reductions in specific energy consumption per ton of product. This is an area where the economics of upgrading versus full replacement strongly favour upgrading in most cases. Compressed air systems are another
often underestimated source of energy loss. Leakage rates in older factory installations can be surprisingly high. A systematic audit will typically uncover savings that can be captured quickly and at low cost. Similarly, refrigeration and climate control represent a major draw, particularly in factories producing temperature-sensitive products like chocolate. Optimising refrigeration cycles, improving insulation, and recovering waste heat can all contribute meaningfully. One of the most important points is that the biggest savings often come not from a single technology, but from visibility. You cannot optimise what you cannot measure. Getting a factory-wide picture of processes and KPIs across energy, waste, and emissions – and understanding how they interact – turns a list of potential interventions into a prioritised, actionable plan. In our experience, that view often reveals that the highest-impact opportunities are not where people initially expected to find them.
APRIL 2026 • KENNEDY’S CONFECTION • 71
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