Reducing Energy in High-Intensity Processes: Sustainable Change at Hosokawa Micron

Industrial manufacturing is notoriously energy-intensive – yet it’s also ripe with opportunity for cutting carbon and costs. Few know this better than Kathryn Hipkins, Group Technical Director at Hosokawa Micron, who has made energy efficiency “as important as research and development” in her company’s strategy . Under her practical leadership, the UK-based process engineering firm has slashed its Scope 1 and 2 carbon emissions by an estimated 60–70%, demonstrating that even high-intensity processes can be made substantially greener without sacrificing performance. This inspirational journey – grounded in real-world actions and collaborative effort – offers valuable lessons for any industrial leader navigating the path to net zero. 

Achieving 60–70% Emissions Cuts Through Practical Action 

Hipkins has spearheaded a series of smart, pragmatic projects to curb Hosokawa’s direct (Scope 1 and 2) emissions. A standout example is the installation of an on-site solar photovoltaic array spanning nearly 2,000 m² of factory roof. With 904 panels generating ~433 kW at peak, this solar installation now produces a significant share of the site’s electricity and is avoiding roughly 72.8 tonnes of CO₂ emissions each year . In parallel, her team tackled “hidden” energy hogs in the plant. One major win came from overhauling the compressed air system – often called the manufacturing sector’s “fourth utility” due to its ubiquity and heavy energy use . By upgrading to more efficient compressors, fixing leaks and improving controls, Hosokawa sharply reduced the power wastage associated with compressed air (a system where 70–80% of input energy is typically lost as heat ). Dozens of other retrofit decisions, from LED lighting to smarter process controls, have been guided by a continuous improvement mindset. Each upgrade might be routine on its own, but together they’ve compounded into a 60–70% reduction in Hosokawa’s Scope 1 and 2 carbon footprint – a remarkable achievement for a company with energy-intensive operations. 

Crucially, Hipkins approached these changes not as one-off projects but as investments in the business’s future resilience. “One, you’re gonna get a return back from whatever you do and it’s beneficial to the people and to the planet and to the business,” she noted in a recent discussion, underscoring that sustainability measures often pay for themselves while delivering multi-faceted value. By framing energy efficiency as business-critical, she secured buy-in across the organisation. Initiatives like on-site solar not only cut utility bills but also hedge against energy price volatility. Likewise, optimizing compressed air and process equipment improves operational efficiency and reduces maintenance downtime. In short, carbon reduction has been woven into commercial goals – proving that pursuing net zero can go hand-in-hand with boosting productivity and profitability. 

 Confronting Scope 3: Pragmatism in the Face of Complexity 

 After tackling in-house emissions, Hipkins is candid that the next frontier – Scope 3 emissions in the value chain – is far tougher. For most manufacturers, Scope 3 (indirect emissions from supply chain, product use, etc.) accounts for the majority of their carbon footprint . At Hosokawa, these upstream and downstream emissions could represent several times the on-site emissions. The challenge, as Hipkins acknowledges, is the murkiness of data beyond one’s own factory gates. There is no universally accepted standard for measuring suppliers’ carbon footprints or the “embodied” carbon in purchased materials, meaning the same data can be interpreted in many ways and claims can be hard to compare . In fact, industry leaders have warned that this lack of common data makes tracking overall emissions reductions “virtually impossible” on a sector-wide level . 

Faced with this complexity, Hipkins adopts a pragmatic approach to Scope 3. Rather than waiting for perfect data or future regulations, she is focused on doing what can be done right now. That means working closely with key suppliers to gather whatever emissions information they can provide, and identifying the biggest “hotspots” in the supply chain to target first. “Certainly, there are things a company can do now to get a handle on where the carbon hotspots are in its supply chain,” notes another industry expert – a sentiment Hipkins echoes in her day-to-day strategy. By prioritizing engagement with suppliers that contribute the largest shares of Hosokawa’s Scope 3 emissions, her team can start influencing improvements (for example, sourcing materials with lower embodied carbon, or collaborating on more efficient logistics). Importantly, Hipkins emphasizes transparency and education: internally, she’s building awareness that Scope 3 data will be imperfect and evolving, but that’s no excuse for inaction. In her view, focusing on measurable wins in Scope 1 and 2 (where standards are clearer and progress is easier to quantify) is the foundation – and now it’s about extending that ethos outward, gradually improving the fidelity of Scope 3 data and reductions over time. This realistic, stepwise approach keeps Hosokawa moving forward on supply-chain emissions without getting lost in analysis paralysis. 

Culture and People: The Unsung Heroes of Carbon Reduction 

If technology upgrades are the hardware of sustainability, culture is the software that makes it run. Kathryn Hipkins attributes much of Hosokawa’s progress to the engagement of its people – from the shop floor to the boardroom. One of her first moves was to embed sustainability into the company’s culture as a core value rather than a side project. Clear energy-saving targets were communicated, everyone’s ideas were welcomed, and success stories were celebrated, creating a positive feedback loop of enthusiasm. Engineers and operators who came up with process tweaks to save energy saw their ideas implemented and recognized, fueling further participation. This inclusive atmosphere turned carbon reduction from a top-down mandate into a bottom-up, collective mission. 

Hipkins’ “people-first” leadership mindset is perhaps best exemplified by Hosokawa’s adoption of a four-day workweek for manufacturing staff. This initiative – rare in heavy industry – was implemented to improve employees’ work-life balance, but it has yielded productivity and morale benefits that indirectly support sustainability goals. Giving the production team longer weekends (without loss of pay or output) has boosted retention and job satisfaction, fostering a workforce that’s more motivated to tackle challenges like energy efficiency when they are at work. It also doesn’t hurt that an extra day with the machines off can save a bit of energy and emissions each week. However, Hipkins frames the four-day week primarily as an investment in people, trusting that an engaged, well-rested team will be more innovative and conscientious. “We need to make a change now and everyone needs to make that change,” she has said, underscoring that empowering people at all levels is key to achieving sustainability targets. By valuing her employees and encouraging a collaborative spirit, she has unlocked a wellspring of grassroots ideas for reducing waste and carbon. The result is a virtuous cycle: the company’s facilities upgrades and process improvements are enabled by an enthusiastic staff, and each success in turn reinforces employees’ sense of purpose. In an industry often resistant to change, this cultural shift is proving to be a secret weapon in Hosokawa’s decarbonisation journey. 

Marrying Sustainability with Commercial Strategy 

A notable insight from Hipkins’ experience is how sustainability efforts are increasingly intertwined with commercial objectives. What began as an internal efficiency drive is now also a selling point and a strategic advantage in the marketplace. For instance, Hosokawa’s substantial cut in carbon emissions is not only good for the planet – it’s good for business. Clients in sectors like pharmaceuticals and food (which Hosokawa serves with processing equipment) are under pressure to green their supply chains, and they are asking tougher questions of vendors. Hipkins reports that procurement conversations now routinely include carbon credentials: having hard data and demonstrable reductions gives Hosokawa a competitive edge when bidding for contracts. In this way, their sustainability achievements directly support sales and customer relationships. 

The marketing team has also embraced these green accomplishments to strengthen Hosokawa’s brand. The company’s communications highlight its solar-powered facility and innovations in energy-efficient equipment, positioning Hosokawa as a forward-thinking partner for sustainable manufacturing solutions. This isn’t mere “green PR” – it’s backed by genuine results and transparency, which resonates with an increasingly informed audience. Hipkins has ensured that sustainability KPIs sit alongside traditional business metrics, aligning the whole organisation towards shared goals. When energy savings translate into lower operating costs, the finance department is on board. When carbon cuts become product selling points, the sales and marketing teams are on board. This integration of sustainability with everyday business goals creates a powerful alignment: everyone is incentivized to drive further progress. As a result, initiatives like reducing energy in high-intensity processes are no longer seen as just environmental projects, but as integral to innovation, quality and growth. Hosokawa’s journey illustrates how leadership, collaboration and perseverance can turn a company’s green aspirations into concrete competitive advantage. 

Looking Ahead: Collaboration and Continuous Progress 

 Kathryn Hipkins’ story is an inspiring example of turning talk into action. By combining technical know-how with a human-centered approach, she and her colleagues have demonstrated that even legacy, energy-heavy industries can reinvent themselves. The road to net zero is long and not without hurdles – Scope 3 emissions and global supply chain complexities will require industry-wide collaboration to solve – but Hosokawa Micron’s experience shows that significant progress is possible with the right blend of innovation, culture change, and leadership commitment. Hipkins emphasizes that no one can do it alone: partnerships with technology providers, alignment with government initiatives on standards, and peer learning through forums are all part of the solution. It’s in that spirit of collaboration that she will be sharing insights at the upcoming Sustainable Industry Summer Summit. 

 Kathryn Hipkins will host a roundtable session titled “Reducing Energy in High-Intensity Processes” at the Sustainable Industry Summer Summit 2025 – convening fellow industrial leaders to discuss the next generation of energy-saving technologies and strategies. This interactive roundtable (on 26 June 2025 at the Science & Industry Museum in Manchester) is a chance to dive deeper into real-world case studies and challenges, from process optimisation to workforce engagement. Don’t miss this opportunity to connect with experts like Kathryn and drive your sustainability journey forward. To learn more and register, visit the Sustainable Industry Live summer summit agenda page. SustainableIndustry.co.uk is committed to being a practical resource for senior manufacturing leaders facing energy and carbon challenges – and with leaders like Hipkins at the helm, it’s clear that practical action can deliver extraordinary results.