In a world of rising energy costs, growing environmental concerns, and ambitious decarbonization targets, how companies manage energy has become a defining factor in both business performance and environmental responsibility. At Oerlikon, energy management is more than a technical endeavor. It is a strategic lever for sustainability and operational excellence.
The team leading Oerlikon's operational sustainability and HSE initiatives, is a collaborative group combining strategic direction, project coordination, and hands-on expertise to embed energy management across global operations. Michael Ribbe heads the team as the leader of Operational Sustainability and Health, Safety & Environment (HSE), shaping the strategic framework for implementation at all sites. Danning Zhu serves as the Operational Sustainability Projects Coordinator, translating corporate targets into practical actions on the ground. Supporting local execution, Philip Witkowski brings critical field insight as Energy Manager for Germany, helping production sites adopt and refine energy management practices from the shop floor up. Their combined perspectives reveal how Oerlikon is building a structured, people-powered, data-driven approach to energy efficiency across global operations.
Building the foundation - what is energy management?
At its heart, energy management is about consistency, clarity, and continuous improvement. An energy management system (EnMS) helps track consumption, identify inefficiencies, and guide smart investments. It is not about isolated improvements. It is about embedding energy awareness into the fabric of everyday operations.
A key foundation for Oerlikon's approach is ISO 50001 - an internationally recognized standard for energy management. ISO 50001 provides a structured framework to help organizations develop a systematic approach for more efficient energy use, set targets, review results, and continually improve performance. It ensures a repeatable, data-driven process rather than ad-hoc efforts.
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“We started with ISO 50001 because it helped us understand how to manage energy in a more structured way,” explains Danning Zhu. “After seeing how useful it was at a few sites, we decided to expand it and make it one of our sustainability goals."
“An energy management system gives us a structured way to work with energy,” says Michael Ribbe. “The idea is to improve efficiency, reduce emissions, and save costs - not randomly, but in a planned and repeatable way.”
The system is grounded in the Plan-Do-Check-Act (PDCA) cycle, a method familiar from other management disciplines. “It is like with other management systems - you plan, do, check, and act,” explains Philip Witkovski. “You have to measure and see if the action made things better. Then you keep improving.”
Having a unified approach helped teams speak a common language about energy and track progress in a transparent way. With ISO 50001 as the foundation, the EnMS became a core pillar of Oerlikon's operational sustainability strategy.
We started with ISO 50001 because it helped us understand how to manage energy in a more structured way
Overcoming challenges - from framework to implementation
Rolling out energy management across more than 170 sites was never going to be plug-and-play. Different production processes, facility sizes, and energy profiles called for flexibility and adaptation. The team quickly saw that a one-size-fits-all approach would not work.
“At the beginning, we did not have many experienced energy managers,” recalls Danning. “We had to develop training and guide people who were new to energy management.”
To bridge that gap, internal trainings and tailored guidance materials were developed. In many cases, team members with backgrounds in quality or environment were cross-trained to support energy initiatives.
There was no pushback against the idea itself - but time and resources were stretched. “People were not against energy management,” says Michael. “It was just something new added to their existing responsibilities, so we had to show them the value.”
To make the system practical, a self-assessment matrix was developed, breaking ISO 50001 down into eight key topics and five levels of maturity. This helped create structure without adding excessive complexity.
“We broke ISO 50001 into smaller parts so each site can grow step by step,” explains Danning. “They can start with awareness and move toward full implementation.”
Culture change was equally important. In some locations, energy was seen as a fixed cost - something to be paid, not managed.
“People often think the current way is good enough,” says Philip. “But when they see a better solution actually working, they start to believe in it.”
From ideas to impact - the power of people and results
While structure and systems matter, people are the real energy drivers. At many sites, the most meaningful improvements did not come from management directives, but from the shop floor.
“The ideas do not come from me,” says Philip. “They come from the people working on the line. Like with compressed air leaks - teams found ways to detect and fix them on their own.”
Simple actions - like switching off idle machines, improving insulation, or optimizing compressed air usage - add up quickly when done across dozens of sites. Empowering employees to take ownership proved to be one of the most effective strategies.
This grassroots engagement is key to scale. “It is not only about having good ideas at one site,” explains Michael. “The big challenge is making sure we share them so others can benefit too.”
To support that, the team launched internal collaboration tools and organized regular check-ins, where energy managers share ideas and best practices. Lessons learned in one facility are adapted and applied in others.
In 2024 alone, these bottom-up initiatives delivered results: 3.2 GWh of energy saved across Oerlikon’s sites - a 0.7% reduction. The team aims even higher.
“Now we are going deeper,” says Danning. “We want to help each site go beyond the basics and find solutions that fit their specific needs. It takes time, but it is interesting and worthwhile.”
The ideas don’t come from me. They come from the people working on the line. Like with compressed air leaks—teams found ways to detect and fix them on their own.
A shared responsibility for a sustainable future
Energy management might sound like a technical back-office function. But in reality, it is a cornerstone of Oerlikon’s sustainability strategy. It empowers teams. It informs investments. And it fosters a culture of continuous improvement. At Oerlikon, energy efficiency is not just a goal. It is a shared commitment - and a sign of what is possible when purpose, people, and process align.
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