Why smart energy management is the difference between profit and pressure

Hospitality chains have long perfected their operational systems: from menu engineering and mise-en-place to staff planning per shift – efficiency is the norm. But one aspect has long flown under the radar: energy management. Until the market erupted in 2022 and many chains saw their energy bills surpass even their rent.

Today, energy is no longer a footnote – it’s a strategic business lever that requires governance, rhythm and realism.

Ironically, while food procurement is often centrally managed, energy remains fragmented. Each site manages its own contract, consumption and response strategy. This article explains how – and why – that needs to change.

Who’s actually in charge of energy?

In many chains, energy management is the domain of a facilities manager, or, in smaller groups, the owner themselves. In franchise structures, the responsibility is often blurred: the franchisee handles day-to-day use (thermostats, equipment), while the franchisor offers guidelines or group purchasing options.

Yet our research shows a recurring pattern: no one really owns the energy file. Action tends to follow crisis, not anticipation. And that’s a missed opportunity. Energy now impacts your cost of goods sold just as significantly as your food or beverage purchases. It deserves a seat at the management table.

The five strategic energy challenges (2025–2030)

1. Energy as a margin killer
During the 2022 energy crisis, some chains saw costs increase by hundreds of percent. Energy bills exceeded rent in numerous outlets. Chains that didn’t fix their rates in time found themselves exposed to peak pricing.

▶ Insight: Energy contracts are no longer a back-office concern – they’re part of your financial risk management. Timing is critical.

2. Mandatory measures aren’t optional
Locations consuming over 50,000 kWh or 25,000 m³ gas annually must implement all efficiency measures with a payback period under five years – and report them every four years via the national eLoket.

▶ Insight: These legal requirements can be a business case in disguise. The government provides a list of Recognised Measures (EML) – a ready-made roadmap for cost reduction and compliance.

3. Transition to full electric kitchens
New sites may no longer be connected to the gas grid. Chains like McDonald’s run fully electric operations, powered entirely by Dutch wind and solar. This isn’t just a plug-and-play swap – it reshapes kitchen logistics and prep timing.

▶ Insight: Switching to induction or combi-steamers requires more than investment – it’s a change management process for the kitchen crew.

4. Grid congestion slows down electrification
In many areas, the electricity grid is full. Want to add a fryer, cooling unit or EV charger? You might have to wait years for capacity.

▶ Insight: Going electric requires more than new appliances – it demands attention to peak loads and staggered usage. Smart load management becomes essential.

5. Too much data, too little insight
With multiple outlets and different metering setups, few chains have a clear overview. What’s your kWh per cover? What’s your cooling cost per daypart?

▶ Insight: What isn’t measured can’t be managed. Chains need to centralise their data – ideally per connection, not just per site – to create actionable benchmarks.

What can chains do in-house? And where do they stall?

Many quick wins are in reach: LED lighting in front-of-house, low-energy dishwashing in back-of-house, automated door closers on the back entrance. But when it comes to:

• managing your peak demand;
• buying energy at the right time and price;
• meeting legal obligations and submitting reports;
• leveraging self-generated solar power;

… most chains hit a wall. Time, expertise and capacity are stretched. Understandably so: energy isn’t the core business. The focus lies on revenue, customer flow, and maintaining service standards.

From reactive firefighting to portfolio control: enter Energy Portfolio Management (EPM)

This is where Energy Portfolio Management comes in. EPM offers a structured approach to energy across the board – covering cost control, compliance, sustainability and risk.

COMCAM delivers an EPM solution tailored to sectors like hospitality. It includes:

• Central monitoring, per connection rather than per outlet, giving insight into the energy footprint chain-wide;
• A smart purchasing strategy, including hedging and supplier diversification;
• Decarbonisation/sustainability roadmaps aligned with asset lifecycles and CAPEX planning;
• Compliance tracking, including all EML obligations and government reporting;
• Support with grid congestion and peak load issues.

What sets EPM apart is the integrated control: all sites and contracts are steered as one energy portfolio. This unlocks scale benefits, risk mitigation and strategic visibility. While others are moving into this space, COMCAM is one of the few players offering a mature, full-scope solution.

From energy drain to competitive edge

Energy isn’t just a cost – it’s a lever for differentiation. Chains that embed energy into their business planning:

• Stay ahead of regulations;
• Unlock operational savings;
• Improve franchise or investor appeal;
• And gain credibility with climate-conscious guests.

Final thought: energy deserves its own playbook

Energy should no longer sit in the appendix of your operations manual. It needs to be part of your core formula. Start small – with a benchmark, a contract review, a scan of your top five consuming appliances. Or go big and appoint an external EPM partner to manage the entire portfolio.

Because energy won’t be ignored anymore.
It’s either a threat or a tool. The choice is yours.

Energy isn’t a side issue. It’s a strategic foundation.