重塑未来-能源转型如何推动能源和公用事业领域的新模式（英）-capgeminiVIP专享VIP免费

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2023-04-18
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How energy transition is driving

new models in energy and utilities

REMODELING THE

FUTURE

Executive Summary

Rapid shifts in the global business environment, led by the

forces of decarbonization, decentralization, and digitization,

have created a strong impetus for change in the energy and

utilities sector. Against this backdrop, our research explores

how the sector views its future, and its response to change.

We found that energy and utility organizations are highly

alive to the need to switch to new-energy models – i.e., new

products, services, and ways of operating existing businesses.

These include clean energy, alternate fuels, grid management

services, mobility services such as electric vehicle (EV)

charging stations, energy-storage solutions, and energy

platforms, among others (see Figure 1).

As the share of renewables in the energy mix increases,

energy storage solutions and grid management services

will be critical to manage intermittency in renewable

energy supply. Further, as consumers increasingly turn into

prosumers, there is a growing need for renewable energy

storage systems for residential and commercial use, and

for energy platforms that facilitate peer-to-peer energy

exchange. Energy and utility organizations recognize the

need to orient themselves towards meeting the demands

of a decarbonizing world. Overall, 73% of energy and utility

industry executives expect new-energy models to be their

mainstream business within the next ve years.

New-energy models

Figure 1

Source: Capgemini Research Institute analysis.

Clean-energy

Onshore and oﬀshore wind, solar power,

hybrid farms, CPPA, local generation,

sustainable power plants, CCUS

Fuel from bio waste and hydrogen, biogas

Smart grid management,

microgrid-as-a-service, demand response,

aggregator business model, hydrogen

transportation, heating networks, grid

convergence

Asset management platforms, wholesale energy trading services, micro-services-based IoT platforms,

peer-to-peer energy exchange platforms

Hydrogen, the new energy carrier

Carbon reduction and oﬀsetting services

EV charging stations and services, ﬂexible

charging that enables G2V and V2G, hydrogen

charging stations, electric heating and cooling

Consumer: Smart homes, and other hybrid

services

Commercial: EaaS for smart cities and buildings,

smart industry, smart lighting

Generation

Alternate fuels

Grid management services

Energy platforms

Electriﬁcation: mobility services + electric

heating

Energy generation and storage at home, storage

for renewables and networks (stationary),

gigafactories (storage and electrolysers)

Energy-storage solutions

Energy-as-a-Service

Transmission and

distribution

Trading and energy

platforms

Retail and services

2Remodeling the future: How energy transition is driving new models in energy and utilities

For some organizations, this sense of urgency has begun

to translate into action. French oil and gas company

TotalEnergies, for instance, has announced plans to have

100GW in installed renewable power generation capacity by

2030, up from 7 GW in 2020.1 Organizations such as Enel and

Eni are working on green hydrogen projects.2 Shell, Equinor,

and TotalEnergies are jointly working on capturing and

storing carbon emissions in the North Sea, as part of a project

called “Northern Lights.”3 German electric utility E.ON has

launched an insurance product for EV drivers, in partnership

with Zurich Insurance,4 while BP has invested USD7 million in

EV charging rm IoTecha as part of its plans to set up 70,000

public EV charging stations by 2030.5 Energy platforms are

also witnessing strong interest. Spanish energy company

Repsol, for instance, oers a solution that connects rooftop

solar power generators (roofers) with consumers (matchers).6

While organizations that are implementing new-energy

models report benets including an increase in revenues and

protability, overall adoption of these models remains low.

Energy and utility organizations face numerous capability

gaps as they seek to scale new-energy models, including the

lack of an innovation culture and fail-fast mindset, and the

lack of adequate technology and data expertise.

To accelerate implementation, we recommend energy

and utility organizations take a multi-pronged approach –

focusing on pilots and experimentation and testing the

market for multiple models as they seek to identify areas of

competitive advantage. This will require fostering a culture

of innovation at scale and engaging closely with external

innovation ecosystems. New-energy models will also need

to be supported with strong governance mechanisms

including redesigned decision-making processes that use

the right criteria to evaluate new businesses rather than

relying on traditional metrics. In addition, energy and utility

organizations will need to build a strong data and technology

foundation and develop product and service-related

capabilities to equip themselves for the future.

/44

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HowenergytransitionisdrivingnewmodelsinenergyandutilitiesREMODELINGTHEFUTUREExecutiveSummaryRapidshiftsintheglobalbusinessenvironment,ledbytheforcesofdecarbonization,decentralization,anddigitization,havecreatedastrongimpetusforchangeintheenergyandutilitiessector.Againstthisbackdrop,ourresearchexploreshowthesectorviewsitsfuture,anditsresponsetochange.Wefoundthatenergyandutilityorganizationsarehighlyalivetotheneedtoswitchtonew-energymodels–i.e.,newproducts,services,andwaysofoperatingexistingbusinesses.Theseincludecleanenergy,alternatefuels,gridmanagementservices,mobilityservicessuchaselectricvehicle(EV)chargingstations,energy-storagesolutions,andenergyplatforms,amongothers(seeFigure1).Astheshareofrenewablesintheenergymixincreases,energystoragesolutionsandgridmanagementserviceswillbecriticaltomanageintermittencyinrenewableenergysupply.Further,asconsumersincreasinglyturnintoprosumers,thereisagrowingneedforrenewableenergystoragesystemsforresidentialandcommercialuse,andforenergyplatformsthatfacilitatepeer-to-peerenergyexchange.Energyandutilityorganizationsrecognizetheneedtoorientthemselvestowardsmeetingthedemandsofadecarbonizingworld.Overall,73%ofenergyandutilityindustryexecutivesexpectnew-energymodelstobetheirmainstreambusinesswithinthenextfiveyears.New-energymodelsFigure1Source:CapgeminiResearchInstituteanalysis.Clean-energyOnshoreandoﬀshorewind,solarpower,hybridfarms,CPPA,localgeneration,sustainablepowerplants,CCUSFuelfrombiowasteandhydrogen,biogasSmartgridmanagement,microgrid-as-a-service,demandresponse,aggregatorbusinessmodel,hydrogentransportation,heatingnetworks,gridconvergenceAssetmanagementplatforms,wholesaleenergytradingservices,micro-services-basedIoTplatforms,peer-to-peerenergyexchangeplatformsHydrogen,thenewenergycarrierCarbonreductionandoﬀsettingservicesEVchargingstationsandservices,ﬂexiblechargingthatenablesG2VandV2G,hydrogenchargingstations,electricheatingandcoolingConsumer:Smarthomes,andotherhybridservicesCommercial:EaaSforsmartcitiesandbuildings,smartindustry,smartlightingGenerationAlternatefuelsGridmanagementservicesEnergyplatformsElectriﬁcation:mobilityservices+electricheatingEnergygenerationandstorageathome,storageforrenewablesandnetworks(stationary),gigafactories(storageandelectrolysers)Energy-storagesolutionsEnergy-as-a-ServiceTransmissionanddistributionTradingandenergyplatformsRetailandservices2Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesForsomeorganizations,thissenseofurgencyhasbeguntotranslateintoaction.FrenchoilandgascompanyTotalEnergies,forinstance,hasannouncedplanstohave100GWininstalledrenewablepowergenerationcapacityby2030,upfrom7GWin2020.1OrganizationssuchasEnelandEniareworkingongreenhydrogenprojects.2Shell,Equinor,andTotalEnergiesarejointlyworkingoncapturingandstoringcarbonemissionsintheNorthSea,aspartofaprojectcalled“NorthernLights.”3GermanelectricutilityE.ONhaslaunchedaninsuranceproductforEVdrivers,inpartnershipwithZurichInsurance,4whileBPhasinvestedUSD7millioninEVchargingfirmIoTechaaspartofitsplanstosetup70,000publicEVchargingstationsby2030.5Energyplatformsarealsowitnessingstronginterest.SpanishenergycompanyRepsol,forinstance,offersasolutionthatconnectsrooftopsolarpowergenerators(roofers)withconsumers(matchers).6Whileorganizationsthatareimplementingnew-energymodelsreportbenefitsincludinganincreaseinrevenuesandprofitability,overalladoptionofthesemodelsremainslow.Energyandutilityorganizationsfacenumerouscapabilitygapsastheyseektoscalenew-energymodels,includingthelackofaninnovationcultureandfail-fastmindset,andthelackofadequatetechnologyanddataexpertise.Toaccelerateimplementation,werecommendenergyandutilityorganizationstakeamulti-prongedapproach–focusingonpilotsandexperimentationandtestingthemarketformultiplemodelsastheyseektoidentifyareasofcompetitiveadvantage.Thiswillrequirefosteringacultureofinnovationatscaleandengagingcloselywithexternalinnovationecosystems.New-energymodelswillalsoneedtobesupportedwithstronggovernancemechanismsincludingredesigneddecision-makingprocessesthatusetherightcriteriatoevaluatenewbusinessesratherthanrelyingontraditionalmetrics.Inaddition,energyandutilityorganizationswillneedtobuildastrongdataandtechnologyfoundationanddevelopproductandservice-relatedcapabilitiestoequipthemselvesforthefuture.3IntroductionNew-energymodelsaretransformingtheenergyandutilitiessector.In2017,DanishenergycompanyOrsted,earlierknownasDONGEnergy,divesteditsupstreamoilandgasbusinesstoenableitstransformationintoaleading,pureplayrenewablescompany.7Thecompanywillalsophaseoutcoalfromitsgenerationmixby2023andbecomecarbonneutralby2025.8Itoperatesoffshoreandonshorewindfarms,solarfarms,energystoragefacilities,andbioenergyplantsandisundergoingtransformationfromafossilfuel-basedcompanytoagreenenergycompany.NextEraEnergyResources,theworld'slargestgeneratorofwindandsolarpower,alongwithitsaffiliatedcompaniesviewstheshiftawayfrominternalcombustionenginesasahugedriverofnewpowerdemandandisplanningfutureinvestmentsinelectrificationupgradesandchargingstations,aswellasenergymanagementservices.9Theurgencytotransformisclearlyreflectedinourresearchfindings:•71%ofenergyandutilityindustryexecutivesinoursurveysaythatenergyandutilitycompaniesthatdonotimplementnew-energymodelswillbewipedoutgiventhemassiveshifttodecarbonization,digitizationanddecentralization.•73%expectnew-energymodelstobetheirmainstreambusinesswithinthenextfiveyears.Multiplefactorsareleadingtothisshifttowardsnew-energymodels.Theseincludeinvestordemandandorganizations’desiretomitigateclimatechange.FrenchenergymajorTotal,forinstance,rebrandeditselfasTotalEnergiesinearly2021toreflectitstransformationintoamulti-energygroupandaimstodevelop100GWofrenewablepowergenerationcapacityby2030.10Inaddition,fortheperiod2022–2025,TotalEnergieswillinvestmorethan20%ofitsnetinvestmentsinrenewablesandelectricity.11Tounderstandwheretheenergyandutilitiessectorstandsintermsofnew-energymodels,wesurveyed530organizations.Inaddition,weconductedone-on-oneinterviewswitharangeofseniorexecutivesfromthissector.Moredetailsontheresearchmethodologyareavailableattheendofthereport.Drawingonthatextensiveresearch,ourreportfocuseson:•Theclearsenseofurgencyregardingtheneedtoadoptnew-energymodels•Thebenefitsexperiencedbyorganizationsthathavedeployedthem•Thechallengesholdingbackadoption•Measurestoaccelerateadoption.4Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesAnurgentneedtoembracethenewTheenergyandutilitiessectorisonthecuspoftransition,withmultiplechangesduetodecarbonization,massiveelectrification,andanincreaseinenergyefficiency.Multiplenew-energymodelsarebeingimplementedbyorganizationsaroundtheworld.Thesenewmodelsincludealternateenergysources,suchasgreenhydrogenandbiofuels,andplatformsthatenablepeer-to-peerenergyexchange.InAugust2021,Repsol,aSpanishmultinationalenergycompany,completedthemanufactureofthefirstbatchofbio-aviationfuel(knownas“biojet”)producedfromwaste.Thebatchcomprised5,300tonsoffuelandcutemissionsofCO2by300tons.OneofthekeyobjectivesinRepsol’sStrategicPlan2020–25istoproduce1.3milliontonsofsustainablebiofuelsin2025andmorethan2milliontonsin2030.12NicolasBreham,CEOofRTEInternational,aconsultancyandengineeringcompanyandasubsidiaryofRTE,France’stransmissionsystemoperator,comments,“Thechangeinthissectorwillbemassiveandquick.Weneedtocapitalizeonitandstillmakecontinuousimprovement.Weusedtobeabletolearnfromourmistakesbecausethelifecyclesofassetsandoftheorganizationweresufficientlylong.Now,it’schangingveryquickly.So,howyoulearnandunlearnobsoletemethodsandadoptnext-generationtechnologiesisimportant.”Infact,73%ofexecutivesexpectnewmodelstobetheirmainstreambusinessinthenextfiveyears(seeFigure2).Eighty-sixpercentoforganizationsintheNordicsagree,howeverthisfigureislowerformanycountriesasitmaytakemorethanfiveyearsforthenewmodelstobecomemainstream.Butoverall,organizationsaremoreoptimisticaboutnew-energymodelsnow.A2018researchshowedthatalmostfouroutoftenorganizationsbelievedtheimpactofnewproductsandserviceswouldrangefrom5%to9%oftheirtotalrevenueswithinthenextthreetofouryears.13Shareofexecutiveswhosaythatenergyandutilitycompaniesthatdonotimplementnew-energymodelswillbewipedout71%5ClimatechangeandinvestordemandaretopdriversofchangeClosetoseveninten(68%)energyandutilityorganizationssaythatmitigatingtheimpactofclimatechangeisdrivingtheirshifttowardsnew-energymodels,while63%citeinvestordemandasadriverofchange(seeFigure3).14Eni,forexample,initsstrategicplan2021–2024:towardszeroemissions,hasplanstoboostitstransformationwithcommitmenttofulldecarbonizationofallitsproductsandprocessesby2050.Thecompanyhasincreaseditsenergyproductionfromrenewablesourcesfrom11.6GWhin2018to339.6GWhin2020andaimstoreducenetGHGemissionsby25%by2030andby65%by2040(2018asbaseline).IthasNew-energymodelsintheenergyandutilitiessectorareviewedashighpriorityFigure2Australia,Singapore,andJapan.Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=530organizationsfromtheenergyandutilitiessector.Energyandutilityplayersthatdonotimplementnew-energymodelswillbewipedoutShareoforganizationsthatagreewiththeabovestatementNew-energymodelswillbecomeourmainstreambusinessinthenextﬁveyearsShareoforganizationsthatagreewiththeabovestatement71%80%Global78%78%78%72%70%68%64%62%NetherlandsCanadaAPACItalyUSFranceUKIndiaNordicsSpain86%Global82%78%76%74%72%70%68%68%66%NordicsIndiaGermanySpainCanadaUSNetherlandsAPACFranceItaly73%60%64%70%UKGermany6Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesDriversoftheshifttonew-energymodelsintheenergysectorFigure3Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=530organizationsfromtheenergyandutilitiessector.Shareofrespondentswhoviewthefollowingasleadingdriversoftheshifttonew-energymodelsAdesiretomitigatetheimpactofclimatechangeInvestordemandforashifttonew-energymodelsInvestmentinnew-energymodelsbyourcompetitors,whichisposingathreattoourorganizationRegulationsandgovernmentincentives(e.g.,regulationsintheUKmandatinghalf-hourlysettlements)Demandfromcommercialclientsfornew-energyproductsandservicesHigherproﬁtabilityofnew-energymodelscomparedtoourcurrentbusinessmodelsDemandfromend-consumersfornew-energyproductsandservices(e.g.,duetoCOVID-19-ledconsumerbehaviorchanges)Competitionfromtechnology-drivenenergystartups,whichisposingathreattoourorganization68%63%55%54%50%44%37%33%213DuringtheCOP26climateconferenceatGlasgow,ScotlandinNovember2021,LarryFink,theCEOofBlackrock,amultinationalinvestmentmanagementcorporation,said,“Thekeyforourhydrocarboncompanies,theyneedtorapidlymovetowardsamoredecarbonizedbusinessmodel.Butatthesametime,theyarethenumber-onepurveyorofenergy,ofgasandoil,inasocietythatstillistotallydependentonthat.”Healsoproposedthecreationofnewfinancialvehiclesforthespin-offofoilassetswithalltheproceedsofsaletobecommittedbyenergycompaniestogreentechnology.17planstoreacharenewableenergyinstalledcapacityof60GWby2050from1GWin2020.15BP,Eni,Equinor,Galp,Occidental,Repsol,RoyalDutchShell,andTotalEnergiesannouncedin2020thattheyhadagreedtoapplysixenergy-transitionprinciples,whichincludepublicsupportforthegoalsoftheParisAgreement;industrydecarbonization;energy-systemcollaboration;andthedevelopmentofcarbonsinks.16OrganizationscitestrongcustomerdemandandregulatorysupportformostmodelsThereisstrongconsumerandindustrialdemandforseveralnew-energymodels.Energy-as-a-Service(EaaS)for7inhigh-riseresidentialprojectsandnewcommercialstructures.Thestatebecamethefirstinthecountrytodoso.20IntherecentUSInfrastructureBillpassedinNovember2021,morethanUSD62billionwasallocatedtotheUSDepartmentofEnergy(DOE)toensurea“fairercleanenergyfuture.”21•Germanyplanstoendcoal-firedpowergenerationby2038.22Thecountryalsoplanstoincreasetheshareofpowergenerationfromrenewablesourcesto65%by2030from46%in2020.•ThegovernmentofNorwayisofferinganumberofincentivestopromotezero-emission(electricorhydrogen)vehicles.In2020,batteryelectricvehicleshada54%marketshareinNorway.Thegovernmentisalsosettingupfast-chargingstationsevery50kmonallmainroads.23Energyandutilitycompaniesseehighdemandandregulatorysupportfornew-energymodelsFigure4Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,1N=71,2N=35,3N=41,4N=30,5N=50,6N=57,7N=34,8N=39organizationsfromtheenergyandutilitiessector.Percentageofrespondentswhoratedeachmodel'high'forcustomerdemandandregulatorysupportConsumer/industrialdemandRegulatorysupportAlternatefuels1Energy-storagesolutions2Mobilityservices/infrastructure3EaaSforcommercialclients4Cleanenergy5Energyplatforms6EaaSforconsumers7Grid-managementservices883%80%71%70%68%67%62%56%38%43%51%67%54%58%47%44%commercialclients(67%)andenergyplatforms(58%),arethemodelsforwhichrespondentsseeparticularlyhighdemand.Moreover,mostofthenew-energymodelsenjoyhighregulatorysupportaccordingtorespondentsinoursurvey.Alternatefuels(83%)andenergy-storagesolutions(80%)areviewedashavingthehighestregulatorysupportamongthenewmodels.•TheSelf-GenerationIncentiveProgram(SGIP)programwasfoundedin2001bytheCaliforniaPublicUtilitiesCommissiontoincentivizeenergystorageprojectsandthereductionofgreenhousegasemissions.SGIPincentivessuchasrebatescoverprojectinstallationcostsandgreatlyimprovetheeconomicviabilityofaddingbatterystorage.18In2020,1.46GWofnewenergystoragewentonlineintheUS,representinganearly200%increaseover2019.19Inaddition,Californiaregulatorsrecentlyvotedtorequirebuilderstoincludesolarpowerandbatterystorage8Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesThechangeinthissectorwillbemassiveandquick.Weneedtocapitalizeonitandstillmakecontinuousimprovement.”...................................NicolasBrehamCEOofRTEInternational9Theenergyandutilitiessectoriswitnessingtheemergenceofmultiplenew-energymodelsOrganizationsaroundtheworldareimplementingnew-energymodelsTable1EnergymodelExamplesCleanenergyTotalEnergies,aFrenchoilandgascompany,isfocusingonsolar,onshorewindandoffshorewindaspartofitstargettohave100GWrenewableenergypowergenerationcapacityby2030.24NextEraEnergy,anAmericanenergycompany,operatesmorethan16GWofwind-power-installedcapacity,with2.3GWcapacityaddedin2020.Itisalsoaleadingoperatorofsolarpowerfarms,witharound6GWcapacityin2020.25IKEAisalsosellingsolarpanelsandhasstartedtosellrenewableenergytohouseholdsinSweden.26Shell,anAnglo-Dutchmultinationaloilandgascompany,alongwithEquinor,aNorwegianenergycompanyandTotalEnergies,isinvestinginaprojectcalled"NorthernLights"inNorway,whichisaCCUSprojectinareservoirinthenorthernNorthSea.Phase1oftheproject,expectedtobeoperationalin2024,willincludetransportation,injection,andstoragecapacityof1.5milliontonsofCO2peryear.27Shellisalsofocusingonproducinggreenhydrogenusingrenewablepower,mainlywindandsolar.ThecompanyhascollaboratedwithorinvestedinmanycompaniessuchasHydro,DaimlerTruckAG,ZeroAvia,RWE,andEquinorforhydrogenprojects.28AlternateFuelsUniperEnergyDMCC,apartofGermanybasedenergycompanyUniperSE,collaboratedwithNeutralFuels,aDubaibasedenergycompanyin2020toprovidemaritimebiofuelinFujairah,UAE.Uniper’sverylowsulfurfueloil(VLSFO)willblendwithNeutralFuels’biofueltocreateamaritimefuel,meetingInternationalMaritimeOrganization(IMO)standards.29Manymultinationalenergycompanies,suchasChevron,Eni,RWE,andTotalEnergies,areworkingonhydrogenprojects.Oneofthese,RWE,aGermanmultinationalenergycompany,isworkingon30greenhydrogenprojectstogetherwithpartners.30Grid-managementservicesIn2019,Orsted,aDanishmultinationalpowercompany,startedoperatingitsfirst20MWstandalone,large-scalebattery-storageprojectinLiverpool,UK.31BPandSchneiderElectricarecollaboratingonlowcarbonenergysolutionstohelpcustomerstodecarbonize.SchneiderElectricwillprovidetechnologiestohelpdesignandoperatecriticalorenergy-intensivepowersystems.Forinstance,SchneiderElectric'smicrogridplatformcanintegrateon-siterenewablepower,reliablebackupsystemssuchasbatterystorageandelectricvehicleinfrastructure.32InNovember2020,TPRenewableMicrogrid(TPRMG),a100%subsidiaryofIndianelectricutilitycompany,TataPower,commissioneditshundredthsolarmicrogridprojectinIndia.This30kWmicrogridprojectusessolarpanelstoharnessenergyfromthesunandusesabatteryasanenergy-storagesystem.33TataPowerintendstosetup10,000microgridstosupportruralconsumers.3410Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesEnergymodelExamplesEnergystorageAlargenumberofgigafactoriesarecurrentlyunderconstructionaroundtheworld,withjointventuresbetweenautomobilecompaniesandbatterymanufacturers.Oneofthese,UltiumCellsLLC(ajointventurebetweenGMandLGChem),isabatterygigafactoryinOhiowith30GWhofannualcapacityandaninvestmentofUSD2.3billion.TheplantisexpectedtostartoperatingintimetosupportGM’sportfolioofnext-generationbatteryelectricvehicles(planstorollout20newEVsby2023).Inearly2021,thejointventurealsoannouncedasecondgigafactory,expectedtobecompletedbylate2023inTennessee.35AutomobilefirmsarealsoenteringthisspacewithTeslaandNissanprovidingenergystoragesystemsforresidentialuse.36CalifornialeadstheUSinbatterystoragecapacity,withtheadditionof1.2GWcapacityin2020,anumberthatisexpectedtodoublebytheendofyear2021.37Thestatealsoleadsthecountryinresidentialandnon-residentialdeploymentsinMWhfor2020withsupportfromincentiveschemesforsolar-plus-storageinstallations.38MobilityservicesInJune2021,BPmadeaninvestmentofUSD7millioninelectricvehiclechargingfirmIoTecha,whichusesinternetofthings(IoT)technologytoconnectelectric-vehicle(EV)chargepointswiththeelectricitygrid,homes,andotherbuildings.ThisinvestmentinIoTechaisalignedwithBP’saimtoprovideover70,000publicEVchargingpointsworldwideby2030andtheearlieracquisitionofUK-basedEVchargingnetworkoperatorChargemaster(nowrenamedtoBPChargemaster)in2018.39E.ON,aGermanmultinationalelectricutilitycompany,haslaunchedaninsuranceproductforEVdriversinpartnershipwithZurichInsurance.Theproduct,calledE.ONDriveE-MobilityGuarantee,providesEVdriverswithaccesstoassistanceincaseofunexpectedevents(e.g.,towingofvehiclestothenextchargingstationormobile-chargingofbatteriesonsite).40EaaSforconsumersAsoneofthemanyexamplesofenergycompaniesworkingonthismodel,Repsolisdevelopingtoolsthatenableconsumerstoimprovetheenergyefficiencyoftheirhomes,allowingthemtochecktheirelectricityconsumption;monitorconsumptionbyvariousappliances;andmonitorgeneration/consumptionofenergybytheirsolarpanels.41Eneco,aDutchelectriccompany,offersconsumersenergysolutionssuchasboilermaintenance,insulation,solarpanels,anddomesticbatterystorageandchargingstations.42EaaSforcorporateclientsInSeptember2021,DutchenergycompanyEssentlaunchedenergy-infrastructuresolutions.Thesolutionoffersheating/cooling,electricity,hydrogen,energyefficiency,storage,andmobilityforsmartcities,industriesandbusinessparks.43Asoneofthemultipleexamplesofenergycompaniesworkingonthismodel,SSEEnergySolutions,apartofUK-basedSSEGroup,offerssmart-buildingenergysolutions,includingbuildingenergy-managementsystems;business-energyintelligence(helpingcustomersvisualizetrendsandseewastageacrossmultipleutilities);half-hourlydatacollection;anddataaggregationforitscorporateclients.44EnergyplatformsEnelXoffersanenergymanagementplatformtargetedatbusinesscustomersthathelpsthemmonitortheirenergyconsumptioninrealtime.Theplatformalsoenablescustomerstovisualizeenergyconsumptionacrosssites,forecastconsumptionandcosts,andprovidesrecommendationstooptimizeenergyuse.45In2020,RepsollaunchedSolmatch–asolutionthatconnectsrooftopsolarpowergenerators(roofers)withconsumers(matchers)locatedwithinadistanceof500meters.46OctopusEnergy,aUK-basedrenewableenergygroup,hasdevelopedaplatformcalledKrakenthatusesadvanceddataandmachinelearningcapabilitiestohelpenergysuppliersmanagecustomeroperationsmoreefficientlyaswellasoffergreenerchoicestocustomersmoreeasily.KrakenhasalsoenabledOctopusEnergytodevelopinnovativeofferingssuchAgileOctopus–ahalf-hourlytime-of-usetariff.4711Thebenefitsofnew-energymodelsOrganizationsthathaveimplementednew-energymodelsreportmultiplebenefits.RevenuegrowthOrganizationshavealreadyachievedanincreaseof6%inrevenueduetonew-energymodelsandexpectafurther11%increaseoverthenextthreeyears.OrganizationsinSpainhaveseenthegreatestincreaseinrevenue,at7.5%,andorganizationsintheUKanticipatetheirrevenuetoincreaseby12%.Organizationsalsoreporta5.7%increaseinprofitsworldwide,whichisexpectedtoincreaseto9.1%inthenextthreeyearsduetotheimplementationofnew-energymodels.Forinstance,renewablepowerfacilitiesgeneraterevenueswithinthreeyearsleadingtohigherprofitscomparedtofossilfuelplantswhichtakenearly10yearstoconstructwithhighvariabilityinthefuelcost.48SpanishelectricutilityIberdrola’srenewablesbusinessboosteditsnetprofitbyover270%,toEUR1.28bnduringthefirstninemonthsof2021.Theunitclosedthereportingperiodwithrevenueup32.8%toEUR3.9bn,andgrowthingrossprofitof33.6%,toEUR3.55bn.Globally,thenetownedinstalledcapacityofrenewableenergy(includingwindpower,solarpower,hydropower,minihydro,solarpowerandbatteries)grewby10.4%to37.4GW.49IncreaseinupsellopportunitiesandnewcustomersNew-energymodelsarealsoleadingtomoreupsellingopportunitiesfororganizationsandareattractingnewcustomers.Organizationshavealreadyachievedanincreaseof4%inupsellingopportunitiesduetonew-energymodelsandexpecta9.2%increaseinthenextthreeyears.New-energymodelshavealsoledtoincreaseinnewcustomers(Figure5).Organizationsimplementingnew-energymodelsseeincreaseinnewcustomersFigure5Australia,SingaporeandJapan.Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=177organizationsfromtheenergyandutilitiessector.Increaseinnewcustomers(alreadyachieved)3.6%3.6%2.5%2.5%UKSpainItalyNetherlandsFrance2.5%5.6%4.4%Canada3.9%3.9%3.8%3.8%NordicsAPACGermanyIndiaUS3.7%Global12Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesReductioninscope-3emissionsOrganizationsthatareimplementingcleanenergymodelshavealreadyachieveda4.6%reductioninscope-3emissionsandexpectafurtherreductionof13%inthenextthreeyears.E.ONSE,aGermany-basedelectric-utilitycompany,wasabletoachieveareductionofaround10%initsscope-3emissions,withindirectCO2emissionsof108.2mtonsin2020comparedto120.3mtonsin2019.Thecompanyintendstoreduceitsscope-3emissionsby50%by2030and100%by2050(2019baseline)byincreasingtheproportionofrenewableenergy(mainlyonshoreandoffshorewindandsolar)itprovidestoitscustomers.50BPhasalsotargetedareductionof20%by2025initsscope-3emissions(fromthecombustionofupstreamproductionofcrudeoil,naturalgasandnaturalgasliquids).Itisalsotargetingareductionof35–40%by2030(2019baseline)throughreductioninoilandgasproduction.TheyarealsofocusingonbluehydrogenandCCUSasstrategicallyimportantareasapartfromitsinvestmentsinoffshorewind.51Inaddition,BPexpectstodirect40%ormoreofitsinvestmentstotwomaingrowthareas–lowcarbonelectricityandenergy,andcustomerconvenienceandmobility(oneofthecompany’sthreekeyfocusareas)–by2030andreducedoilandgasproductionby40%by2030.52Increaseinrevenueduetonew-energymodelsexpectedoverthenextthreeyears11%13Multiplechallengestotheadoptionofnew-energymodelsWhilethereisstronginterestinvariousnew-energymodels,feworganizationsareimplementingthem.Forinstance,while64%plantoimplementenergy-storagesolutionsinthefuture,only19%arealreadydoingso.Also,grid-managementservices,anessentialfocusareaasorganizationstransitiontorenewableenergyhasverylowimplementation,at16%.Mostorganizationsareyettoimplementnew-energymodelsFigure6Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=530organizationsfromtheenergyandutilitiessector.Isyourorganizationexploringthefollowingnewmodels?Alternatefuels16%48%37%Energy-storagesolutions17%64%19%Cleanenergy21%55%24%Energyplatforms34%42%25%Mobilityservices/infrastructure38%42%20%Grid-managementservices37%46%16%EaaSforconsumers42%41%18%EaaSforcommercialclients48%38%13%Wearenotimplementingitcurrently,butweplantoinfutureWeareimplementingthismodelWedonotplantoimplementthisnew-energymodelWeanalyzedtheadoptionofusecaseswithinthenew-energymodelsaroundtheworld(seeFigure7)andfoundthatmostarenotyetwidelyavailableonthemarket.14Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesBusinessreadinesslevelofnew-energymodelsFigure7Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,1N=126,2N=194,3N=87,4N=103,5N=105,6N=71,7N=95,8N=131organizationsfromtheenergyandutilitiessector.Currentstateofbusinessreadinessfornew-energymodelsSolarpowerCleanenergy1CCUSFuelfrombiowasteHydrogenasafuelGridmanagementMicrogridsasaserviceEnergygenerationandstorage@homeGigafactoryEVchargingstationsFlexibleChargingwhichenablesG2VandV2GEnergy-as-a-serviceforsmartbuildingsOnshorewindAlternatefuels2Mobilityservices5Grid-managementservices3Energy-storagesolutions4EaaSforcommercialclients6EaaSforconsumers7Energyplatforms8SustainableenergypowerplansforcorporatecustomersatpremiumpricesVirtualpowerplantplatformLocalpeertopeerenergyexchangeplatformAssetmanagementplatformSustainablepowerplansforconsumerhomesRealtimetariﬀplansRenewableenergycertiﬁcatestradingplatformInitialconceptandcustomerdeﬁnitionBuildteamandplanN/A(wearenotimplementingthismodel)27%6%17%29%21%13%19%22%11%35%45%6%21%15%13%23%25%36%3%13%13%11%7%3%66%28%5%16%25%26%20%25%22%28%6%31%5%23%24%17%20%25%27%4%23%37%4%21%24%14%12%10%33%32%12%27%18%23%8%24%23%17%28%17%15%18%28%7%17%29%5%8%34%16%37%8%18%22%10%42%11%19%19%15%37%14%17%19%10%40%12%18%17%14%40%CreateMinimumViableProductWidelyavailableinmarketOverall,feworganizationsarefocusingonmultiplenew-energymodels,withonly30%testingthemarketwithmultiplenew-energymodels.Organizationsarealsomakinglimitedbets,with39%oforganizationsfocusedonafewnew-energymodelswithaggressivegotomarketgoals.15Lessthanathird(30%)ofenergyandutilityorganizationsaretestingthemarketwithmultiplenew-energymodelsFigure8Australia,SingaporeandJapan.Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=530organizationsfromtheenergyandutilitiessector.Myorganizationistestingthemarketwithmultiplenew-energymodelsShareofrespondentswhoagreeFrance30%38%36%36%36%34%30%28%28%24%22%20%GlobalIndiaGermanyUSItalyNetherlandsAPACSpainCanadaNordicsUKEaseofimplementationispoorFeworganizationshavemadeprogressinadoptingnew-energymodels,partlyowingtodifficultiesinimplementation.Mobilityservicesisthemostdifficultmodeltoimplement,withonly12%ofrespondentssayingtheyregardeditashavingahigheaseofimplementation.Oneofthetwomajortargetsinourapproachtowardsnewbusinessmodelsistrainingofemployeesondigitalskills.”..........................................................AngelFraileHeadofsustainabilityplanningandstakeholderengagement16Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesTheeaseofimplementationofnew-energymodelsislowFigure9Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,1N=30,2N=39,3N=57,4N=50,5N=34,6N=35,7N=71,8N=41organizationsfromtheenergyandutilitiessector.Shareofrespondentswhoratedeachmodel'high'oneaseofimplementation33%31%EaaSforcommercialclients123%22%18%14%14%Grid-managementservices2Energyplatforms3Cleanenergy4EaaSforconsumers5Energy-storagesolutions6Alternatefuels712%Mobilityservices/infrastructure8Mostorganizationslackacomprehensivestrategyfortheadoptionofnew-energymodelsOnly18%oforganizationshaveacomprehensive,globalbusinessstrategyfornew-energymodelswithwell-definedgoalsandtargettimelinesandanother26%haveastrategyatacountryorbusinessunitlevel.Thisfigurefororganizationswithaglobalstrategywashigherfororganizationsengagedinrenewable-energygeneration,at23%,andlowerfororganizationsengagedinenergyretail,at13%.Wefoundthat34%oforganizationsarestillworkingondevelopinganoverarchingnew-energybusinessstrategy;22%oforganizationsdon’thaveanoverarchingnew-energybusinessstrategyandhavenoplansfordevelopingone.Whileorganizationsregularlyreviewtheiroverallstrategy,itisimportanttoaddressnew-energymodelswithintheirglobalstrategy.Thesestrategiesareregularlyrevisited,andthisiscriticalfororganizationsas,withoutanoverallstrategyfornew-energymodels,theseinitiativescanbecomesiloedandnotreceivethemanagementsupportnecessarytoscalethem.17Mostorganizationsareyettocreateanew-energybusinessstrategyFigure10Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=530organizationsfromtheenergyandutilitiessector.Wedon’thaveanoverarchingnew-energybusinessstrategyandcurrentlyhavenoplanstodeveloponeWearedevelopinganoverarchingnew-energybusinessstrategyWehaveanew-energybusinessstrategyatacountry/businessunitlevelwithwell-deﬁnedgoalsandtargettimelinesWehaveacomprehensiveglobalnew-energybusinessstrategywithwell-deﬁnedgoalsandtargettimelines18%22%34%26%Doyouhaveastrategytobuildandscalenew-energymodels?Organizationslackthecapabilitiesandskillsetstodevelopnew-energymodelsAsmanyas70%oforganizationssaytheylackthecapabilitiesneededtodevelopnew-energymodels.Thecapabilitiesrequiredfornew-energymodelssuchasalternateenergyandenergyplatformsareverydifferentfromthecurrentcapabilitiesforenergyandutilitycompanies.Fifty-sixpercentoforganizationsagreethatthecapabilitiesneededtodevelopnew-energymodelsareverydifferentfromtheircurrentcapabilities.Thekeycapabilitiesthattheycurrentlylackrelatetotechnology,service-relatedskillsets,anddataexpertise.Wefoundthat:•68%oforganizationslackin-housetechnologyexpertiseandlackfocusonnewtechnologies.•62%oforganizationsdonothaveadequateskillsetstodevelop,sell,ormanageservices.•56%saytheylackthedatacapabilitiesrequiredtobuildnew-energymodels.Organizationshavehighdomainskillswhenitcomestonew-energymodels;however,theylackdigitalandITskillsformostnew-energymodels.Forinstance,57%oforganizationsclaimtohavetherequireddomainskillsforenergy-storagesolutions,butonly28%havethenecessarydigitalandITskills.AngelFraile,headofsustainabilityplanningandstakeholderengagementatSpanishutilitiescompanyEndesa,says,“Oneofthetwomajortargetsinourapproachtowardsnewbusinessmodelsistrainingofemployeesondigitalskills.Ifwearegoingtodigitalizeourassetsandourrelationswithcustomers,weneedouremployeestobewelltrainedandupskilledondigital.”18Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesOrganizationslackdigitalandITskillstodevelopnew-energymodelsFigure11Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,1N=446,2N=352,3N=310,4N=275,5N=327,6N=442,7N=333,8N=417organizationsfromtheenergyandutilitiessector.Wehavethenecessarydigital/ITskillstodevelopthenew-energymodelWehavethenecessarydomainskillstodevelopthenew-energymodelAlternatefuels156%Energyplatforms238%EaaSforconsumers358%EaaSforcommercialclients434%Mobilityservices/infrastructure519%Energy-storagesolutions624%Grid-managementservices728%Cleanenergy832%36%52%48%45%57%59%60%42%JoshHarvey,headofstrategyatAustralia-basedelectricitydistributionnetworkoperatorEssentialEnergy,highlightstheroleofdigitaltechnologiesinthreekeyareas,“Wereallylookatdigitalizationinthreeareas.First,howdowedigitalizeourworkforcetoenhancedecisionmaking.Second,howdoweusedigitaltechnologytointegrateandoptimizethecapacityofrenewablesthatareconnectedtoournetwork.Andthird,howdowesupportourcustomersastheytransitiontoadigitalexperience,forexampleviablockchainorpeertopeertrading.”InnovationandcollaborationarecriticalInnovationandcollaborationareareaswhereenergyandutilitiesorganizationsarestruggling.Giventhatorganizationslackthecapabilitiesneededtodevelopnew-energymodels,collaborationisakeyrequirement.Atotalof71%oforganizationssaytheyneedtobemoreagileinpartneringwithotherecosystemplayers(e.g.,startups,largetech19CustomercentricityislackingintheenergyandutilitiessectorOnly28%oforganizationssaytheycantoprovideaconvenient,seamless,omnichannel,customerexperiencesimilartothoseofferedbytechnologycompaniessuchasAmazon,Apple,andTesla.Manynew-energymodelsrequireseamlesscustomerexperienceasthecustomertouchpointsarenotlimitedtocustomers’homesbutalsoextendtoEVs,solarroofs,andenergytrading.Wefoundthatonly30%oforganizationssaythecustomerofferingsfromtheirnew-energymodelsarepersonalizedtoindividualcustomerrequirements.Thislimitsthescalingofnewmodelsthatrequirecustomization.Forinstance,just29%oforganizationssaythecustomerofferingsfromtheirnew-energymodelscanbescaledandbundledbasedonindividualcustomerrequirements.Half-hourlysettlementsforelectricitytosupportpersonalizedservicesisonesuchoffering.Giventhedifferenceinenergycostsfromrenewableandnon-renewablesources,half-hourlysettlementsprovideamoretransparentbillingstructureforcustomers.Only17%oforganizationscanprovidesuchservicescurrently.ErwinLeeuwis,directorofstrategyatEneco,anenergyfirmintheNetherlands,says,“Ithink,asanindustry,wearegoodatbuildingbig,complicatedtechnicalstuff.We’renotgoodatfindingapropositionthatfitscustomerneedsandcontinuouslyimprovingthepropositionbasedoncustomerfeedback.”companies,andcompaniesfromotherindustrysectors)todevelopnew-energymodels.Theneedtopartnerwithawiderangeoforganizationsoutsidetheenergysector(e.g.,largetechcompanies)todevelopnew-energymodelsisechoedby69%oforganizations.However,currentlevelsofcollaborationacrosstheindustryareverylow,withjustoneinfiveorganizationsworkingwithexternalentitiessuchasincubators,academicinstitutes,municipalities,startups,andtechorganizations.Theneedtooperateaninnovationfunctionatscaletodevelopandtestnewmodelsandindustrializetheresultsiscritical;currently,only33%oforganizationsclaimtodoso.GregJackson,founderandCEOatUK-basedrenewableenergystartupOctopusEnergy,stressestheneedforenergyandutilitycompaniestodevelopatest-and-learnmindset,“Largecorporationsareessentiallyaseriesofcontrolmechanisms.So,whatyou’vegotisamachinethatisdesignedtoassessthingscarefullyandthenputenormousresourcesbehindit.Butwhatyouneedintheworldofinnovationistonotspendtoolongassessingandnotputtoomanyresources.”Collaborationwithcustomerswillalsobekeytothesuccessofnew-energymodels.HannahMcCaughey,aseniorenergyindustryexecutivebasedinAustralia,emphasizesthisinthecontextofdrivinggreenhydrogenadoption,“Hydrogenislessdensethanmethaneandsoitsimpactinrelationtoexistingequipmentneedstobefactoredin.Itwillrequirealotofworkonexistingpipelinesbutequally,it’simportanttoworkwithcustomerstounderstandhowhydrogenimpactstheirindustrialequipment.”Largecorporationsareessentiallyaseriesofcontrolmechanisms.So,whatyou’vegotisamachinethatisdesignedtoassessthingscarefullyandthenputenormousresourcesbehindit.Butwhatyouneedintheworldofinnovationistonotspendtoolongassessingandnotputtoomanyresources.”...........................................................................GregJacksonFounderandCEO,OctopusEnergy20Remodelingthefuture:Howenergytransitionisdrivingnewmodelsinenergyandutilitiesandconsumer-energytrading,mayleadtoderegulation.Recentinitiativesfromglobalplayersindicatethattheyarealreadyexperimentingwithnew-energymodelswithambitionstoexpandtheinitiativesglobally.•In2010,GoogleEnergy,asubsidiaryofGoogle,gotthegreenlightfromtheFederalEnergyRegulatoryCommission(FERC)tobuyandsellenergyasifitwereautilitycompany.53GoogleandAmazonarethelargestcorporatebuyersofrenewableenergyintheworld.54Datacentersaccountfor2%oftheelectricityconsumptionintheUS.55Googleisalsoexperimentingwithenergystorage.MaltaInc,thestartupspunoutofGoogleparentcompanyAlphabet’smoonshotfactory,X,isworkingonsuper-long-durationenergystorage.56•IKEAhasstartedtosellrenewableenergytohouseholdsinSweden.IKEA’ssolarpanelconsumerswillnowbeabletotracktheirownproductioninanappandsellbacksurpluselectricity.IKEAisplanningtorolloutthenewrenewableenergyofferaswellasIKEA’ssolarpanelofferingtoallmarkets.57Afragilestatusquo:challengingindustrycomplacencyMostenergyandutilitiesfirmsrecognizetheneedtoadoptnew-energymodels.However,theydon’tseemtobeconcernedaboutcompetitionfrominnovativegamechangers,perhapsbecausetheenergymarketinmanycountriesishighlyregulatedandmanyfirmsareactiveonlyintheirlocalmarket.Mostorganizationsstillfeelthestatusquowillpersist,andnewerinnovativeorganizationswillfailtodislodgethemtobecomemarketleaders.Only32%oforganizationssaytheyareunderthreatoflosingouttoinnovativedigitaldisruptorsintheenergyandutilitiessector.Inaddition,only12%believethatplayersfromoutsideoftheenergyandutilitiesindustrywillbecomethreatstoincumbents(seeFigure12).Thesectorishighlyregulated;however,manyofthenew-energymodels,suchaselectricchargingIthink,asanindustry,wearegoodatbuildingbig,complicatedtechnicalstuff.We’renotgoodatfindingapropositionthatfitscustomerneedsandcontinuouslyimprovingthepropositionbasedoncustomerfeedback.”..................................................................................ErwinLeeuwisDirectorofstrategy,Eneco21MostorganizationsstillfeelthestatusquowillpersistFigure12Australia,SingaporeandJapanSource:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=530organizationsfromtheenergyandutilitiessector.Percentageofrespondentswhobelievethatnon-industryplayerswillentertheenergyandutilitiesindustryandbecomeathreattoincumbents10%APAC6%Nordics16%CanadaIndia14%6%Germany12%USGlobal12%16%UK8%Spain12%Italy7%NLFrance18%10%Sweden8%Denmark22Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesWhatdocompaniesneedtoscalenew-energymodels?Whileenergyandutilityorganizationsacknowledgetheimportanceofnew-energymodelsandclosetothreequarters(73%)ofexecutivesexpectnewmodelstobetheirorganization’smainstreambusinessinthenextfiveyears,currentimplementationlevelsofnew-energymodelsarelowaswesawearlier.Drawingonoursurveyanalysisandinterviews,aswellasourownexperienceinthisarea,werecommendthefollowingactionstoacceleratetheimplementationofnew-energymodels.Actionsforacceleratingimplementationofnew-energymodelsFigure13Source:CapgeminiResearchInstituteanalysis.Alignorganizationalstrategyandtakeamulti-prongedapproachtoidentifynew-energymodelsFosteracultureofinnovationatscaleDeveloparobustdataandtechnologyfoundationfornew-energymodelsEstablishgovernancemechanismstosupportnewmodelsinhypergrowthmodeUpskilltalentandcreateproductandservice-relatedcapabilitiestodevelopnewbusinessesAlignorganizationalstrategyandtakeamulti-prongedapproachtoidentifynew-energymodelsDevelopanorganization-widestrategytoaligntargets,resourcesandlearningsTheshifttoservicesemergedasakeypriorityinthelastdecade,howeverenergytransitionisthekeydrivingforcethisdecade.Anorganization-widestrategyforthedevelopmentofnewenergymodelsisessentialforthesuccessofenergytransitionprograms.Only18%oforganizationshaveacomprehensiveglobalnew-energybusinessstrategywithwell-definedgoalsandtargettimelines.Anorganization-widevisionofnew-energymodelswillbekeytoaligningtheentireorganizationforthedevelopmentandadoptionofthesemodels.Forinstance,TotalEnergiesaimstobecomeoneofthetopfiverenewablepowerproducerswith100GWgrossinstalledcapacityby2030.58Eneco’sErwinLeeuwissays,“Anorganization-widestrategyisimportantbecauseyouneedtoallocateresourcesbasedonthestrategy.Also,bydoingso,yougetamuchbetterconnectionbetweenwhatthebusinessunitneedsandwhatthecustomerneeds,becausethebusinessunitisintouchwiththecustomers,andwhatyoucanoffer.Wecoordinatestrategydevelopmentcentrally,toensurewelearnlessonsacrosscountriesandbusiness23unitsandspeakthesamelanguageintermsofinnovationmethodsandterminology.”FocusonpilotsandexperimentationtoiterativelyidentifyareasofcompetitiveadvantageacrossthevaluechainOrganizationsshouldtakeamulti-prongedapproachtonew-energymodels–testingthemarketformultiplemodels–asnotallmodelsmaysucceed,andorganizationsmaynotknowattheoutsetwheretheircompetitiveadvantagesmaylie.Keyelementsofthisapproachinclude:•Startingsmall,runningpilots,andworkingcloselywithcustomerstogatherfeedbackandenhancethemodels.•Collaborationwithexternalentitiesforscreeningandidentifyingpotentialareasforinnovation.Aninnovationmanagerataninternationalenergyfirm,says,“Thescreeningofideasforinnovationisdonebyourcolleagueswithintheinnovationteambut,ofcourse,theyalsorelyonexternalcorporations,consultancies,researchinstituteswithinuniversities,andexternalsupporttomakesurethatwedon’tmissoutonanyrelevantideas,topics,ortechnologiesthatmightpopupinthefuture.”EstablishgovernancemechanismstosupportnewmodelsinhypergrowthmodeEstablishorganizationalstructurestoincubatenew-energymodelsThepaceofgrowthneededfornew-energymodelswillbeveryhigh.Forinstance,Shellplanstohave500,000electricvehiclechargingpointsgloballyby2025fromover60,000pointscurrently.59Inaddition,new-energymodelsareattractingstrongfundingfromventurecapitalfundswithmorethanEUR7billioninvestedincleantechventurecapitalintheEUinH12021.60Organizationsmustsetupdedicatedroles,businessunits,andprogramstodrivetheimplementationofnew-energymodels,as70%oforganizationssaynew-energyinitiativesaredispersedandunconnected.Anad-hocapproachtothedevelopmentofnew-energymodelsleadstoslowprogress.Two-thirdsoforganizationssaytheirdecision-makingprocessesinthedevelopmentofnew-energymodelssufferfromthisfailing.Oncethemodelsareidentifieditisimportanttodemarcatethemodelstodevelopinternallyandtocollaboratewithexternalentities.Forty-twopercentoforganizationssaytheycurrentlyhavetheclaritytoidentifyenergymodelsthatcanbedevelopedin-houseversusthosethatrequireexternalcollaboration.Eneco’sErwinLeeuwissays,“Whenanew-energymodelisclosertoourcorebusinessandcurrentcustomers,andwewanttocross-sell,weconductinternalinnovation.However,ifwereallyneedtocross-selltoourcustomers,butwedon’thavetheskillsin-house,weproceedviamergersandacquisitions.”Australia-basedAPAGroup,forinstance,hassetupanewTransformationandTechnologybusinessunittoaddressthechallengesandopportunitiesoftheenergytransition.61Ithasalsoestablishedaprogram–calledPathfinder–toinvestinlow-carbonsolutions.62HannahMcCaughey,aseniorenergyindustryexecutiveformerlywithAPAGroup,explainstherationalebehindsettinguptheprogram,“ThePathfinderProgramwasfoundedwiththegoalofinvestinginnewproductsandtechnologiesinordertohelpcustomersdecarbonize.Andwesawthreeopportunitiesthatwewantedtoexploreinthenextfewyears–hydrogen,energystorageandbatteries,andmicrogrids.Thegoaloftheprogramwastodevelopandtestnewproductsandserviceswithcustomers,ratherthanmakingbigbetsorfocusingonrevenuesattheoutset.”ThePathfinderProgramwasfoundedwiththegoalofinvestinginnewproductsandtechnologiesinordertohelpcustomersdecarbonize.”...................................HannahMcCaugheyAseniorenergyindustryexecutiveformerlywithAPAGroup24Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesMergersandacquisitions,alongwithjointventures,areratedashighlybeneficialfornew-energymodelsFigure14Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,1N=69,2N=109,3N=106,4N=125organizationsfromtheenergyandutilitiessector.Mergersandacquisitions/jointventurestoacquirecapabilities1Acquiringstartups2SettingupaVCfundtoinvestinstartups4ShareoforganizationsthathavedeployedthesestrategiesandfoundthembeneﬁcialDivestingtraditionalbusinesses(e.g.,coal,gas,etc.)tofocusonlyonnew-energymodels386%58%48%53%Organizationswherethecompetencyfornew-energymodelsisnotavailablewithinneednewbusinessstructuresandteams.JonSlade,CEOofENSEK,asoftwarecompanyspecializingintheenergysectorsays,“Energyandutilityfirmsareusedtoworkinginacertainway.Oneofthebiggestchallengeswithanytransformationprogramistheabilitytotakethatorganizationonajourney.Themostsuccessfulventuresweseearewhenanewcompanyisestablishedunderthesupportandbackingoftheparentorganization,essentiallyeitherasthesameoranewandseparatebrand.”Wefoundthatamongorganizationsthatarealreadyestablishingnewstructures,mergersandacquisitions(86%)andacquiringstartups(58%)areratedasthemostbeneficialstrategies.EnelXandVolkswagenwillestablishajointventureaimedatdeploying,owningandoperatingmorethan3,000highpowerchargingpointsinItalywhichwillbeavailabletodriversofanyelectricvehicle.FrancescoVenturini,CEOatEnelX,says,“Theenergytransitionrequiresteamwork.TheEUautoindustryandtheenergysectorhavetherequiredexpertiseandmeanstomaketheenergytransitionhappenasquicklyaspossible,withtheelectrificationoftransportationasoneofitsmainavenues.”6325FosteracultureofinnovationatscaleOrganizationsneedtolookbothexternallyandinternallytofosteracultureofinnovation.Seventypercentoforganizationsagreethatthefutureintegratedenergycompanieswillneedtoengagewithexternalinnovationecosystems.Currentlevelsofinnovationwithinorganizationsarelow;only33%oforganizationssaytheyareoperatinganinnovationfunctionatscaletodevelopandtestnewmodelsandindustrializetheresults.Asourdiscussionswithexpertsrevealed,fewenergycompaniesmakeinnovationacorefunctionandfewhavedevelopedamindsetofexperimentation.Enelhasestablishedteninnovationhubsacrosstheworld.ThroughtheseinnovationhubsEnelhaslaunchedmorethan200projectswithstartupsandscaledmorethan50solutionsglobally.65Equinor,aglobalenergyfirm,andTechstars,aUS-basedstartupaccelerator,havejointlysetupastartupmentorshipprogramcalled“Equinor&TechstarsEnergyAccelerator,”andhaveselectedtenstartupsthisyearfromapplicationsacross44countries.GarethBurns,Equinor’svicepresidentforEquinorVentures–Equinor’scorporateventurearm–says,“Webelieveworkingtogetherwithstartupsthatpushbarrierswithintechnologyandinnovationisfundamentaltoshapethefutureofenergy.”66DeployleadershiptalenttofurthernewenergymodelsSuccessfulimplementationandscalingofnew-energymodelswillrequirestrongleadershipsupport.C-suiteinvolvementiscrucial;however,ourresearchshowsthatitiscurrentlylacking.Inmostcases,new-energymodelsfallwithintheremitofinnovationorsustainabilityteams(31%ofrespondentssaynew-energymodelsareledbytheheadofinnovation,while35%saytheyareledbytheheadofsustainability).Only7%ofexecutivesinoursurveysaythattheCEOisresponsiblefordrivingnew-energymodelsintheirorganizations.Scalingnew-energymodelswillrequireashiftininternalmindsets.Energyandutilityorganizationswillneedtoensurethatnewmodelsarenotseenastheremitofspecificteamsbutratherasagroup-widepriority.Topleadershipwillneedtobeadequatelyinvestedinnewmodelsandorganizationswillneedtoensurethatthebestleadershiptalentintheorganizationcanbedeployedonnewmodels.Organizationswillthereforeneedtocreatecareerpathwaysforleaderstomovefrommainstreambusinesssegmentstonewbusinessareas.Forinstance,EnelGreenPower,anEnelsubsidiary,builtateamdedicatedtorenewablepowerwhichwaslatermergedbackintotheparentcompany.Engineersfromtherenewablepowerteamweremovedintoseniorexecutiveroleswithintheparentcompanytoenablerapiddispersionofinnovation.64Redesigndecision-makingprocessestoevaluatenewmodelsOrganizationsthatusetraditionalmetrics(focusedongeneratingimmediatereturns)toevaluateemergingbusinessesruntheriskofjeopardizingthembeforetheyhavehadachancetorealizetheirfullpotential.Toenablenewbusinessestoflourish,energycompanieswillneedtoensurethattheyredesigndecision-makingprocessesandusetherightcriteriatoevaluatenewbusinesses.JodieHallam,generalmanagerforenergyservicesatMondo,thecommercialenergybusinessarmofAustralianelectricityandgastransmissionanddistributionfirmAusNetServices,highlightsMondo’sapproachtoaddressingthischallenge,“Theenergysectorneedstostartlookingatfinancingandevaluatingnewbusinessesdifferently,andnotmeasurethemthesamewayasmaturebusinesses.AtMondo,we’veseparatedbusinessdevelopmentforourmatureandnewbusinesses,becausewebelieveit’snotfairtobusinessdevelopmentteamstohaveimmediatesalestargetsforproductsthatarejustemergingandarenotyetreadytobecommercialized.Newbusinessesneedtimetomatureanddemonstratetheirvalue,sotheyneedtobemeasuredusingnon-traditionalmetrics–suchasgrowthincustomernumbers,numberofcustomersonaplatform,numberofproductsdelivered,orpilotswon–andnotEBITDAornetprofit.Wealsoensurenewbusinessteamsarefocusedonpilotswithclearlydefinedoutcomessuchasmaturingtechnologyorgettingclosertounderstandingcustomerneeds.”Alotofthatcomesdowntotheapproachandmindsetofanorganization,notbeingafraidtofail,tryingnewthings,leveragingnewtechnology,newdataandnewoperatingmodelstoreallytesttheboundariesofwhat'spossibleintheenergyandutilitiesmarket.”.................................................JonSladeCEO,ENSEK26Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesIdeationinitiativeswithemployeesaremostbeneficialforinternalcollaborationFigure15Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,1N=61,2N=84organizationsfromtheenergyandutilitiessector.ShareoforganizationsthathavedeployedthesestrategiesandfoundthembeneﬁcialInternalideationinitiativestogathersuggestionsfromemployees1Hackathonswithexternalparticipants292%73%Developarobustdataandtechnologyfoundationfornew-energymodelsArobustdataandtechnologyfoundationisaprerequisiteforthesuccessfulimplementationofnew-energymodels.Wefoundthatonly38%oforganizationshavebegunworkingwithbigdataforsmartloadmanagementandsmartmetering,and17%donotworkwithbigdataatall.Also,47%oforganizationshaveonlyjustbegunworkingwithAIfordemandforecastingand10%donotworkwithAIatall.Organizationsthatareabletoharnessdataareabletogainsignificantbenefits.FrenchmultinationalutilityEngiedevelopedDarwin,asolutionthatcollectsinrealtimethedatacommunicatedbywind,solar,hydroelectricandbiogasparksandcombinesitwithotherinformation,suchasweatherforecasts,tohelpoperationalteamsimprovetheirrevenueandcontroltheircosts.67Vector,aNewZealand-basedelectricityandgasdistributioncompany,ontheotherhand,haspartneredwithAmazonWebServices(AWS)todevelopaNewEnergyPlatform(NEP),anIoTandanalyticssolution.Acultureofinnovationalsorequiresorganizationstoencourageafail-fastphilosophy.However,47%oforganizationssaytheydonotdoso.JonSlade,CEO,ENSEKadds,“Alotofthatcomesdowntotheapproachandmindsetofanorganization,notbeingafraidtofail,tryingnewthings,leveragingnewtechnology,newdataandnewoperatingmodelstoreallytesttheboundariesofwhat'spossibleintheenergyandutilitiesmarket.”Organizationsmustalsoensuretheirworkforcesareinvolvedinideationfornew-energymodels.Oftheorganizationsthathaveimplementedinternalideationinitiatives,92%ofexecutivessaytheyhaveprovenbeneficialinthedevelopmentofnew-energymodels.‘Hackathons’withexternalparticipantsisanotheroptionthatnearlythreequarters(73%)oforganizationshavefoundbeneficial.27Upskilltalentandcreateproductandservice-relatedcapabilitiestodevelopnewbusinessesThisplatformthatwillleverageAWSIoTAnalytics,aimstodelivercleaner,affordable,andreliableenergyoptionstoconsumersinAustraliaandNewZealand.TheNEPwillhelpVectordeliveradvancedmeterprocessingfrom30-minutetofive-minuteintervals,byincreasingtherateandcapacityofdatacollection,inAustraliaby2021.68JasonClark,executivegeneralmanageratPLUSES,theunregulatedbusinessofAustralianelectricitydistributionbusinessAusgrid,highlightsthekeyelementsofbuildingadata-centricculture:“Firstofall,curiosityandsponsorshipfordatahastocomefromthetop.DistributionbusinesseswillalsoneedtomanagelegacyITsystemsandarchitecture;shiftfromcapturingdatatoreallystartingtothinkaboutusingdatatosolveproblemsandaddvalueforcustomers;andstarttodosomesimplepilotsastheyworktowardsmorematuredatagovernance.Ultimatelythat'slikelytoleadtothebuildoutofamoreaccuratedatastrategyandarchitecture.Insum,beingcurious,startingsmallandfocusingonsolvingreal-worldproblemsforcustomers,aretomymindsomeofthekeyingredientsforgettingitright.”Organizationsshouldalsolookattechnologiessuchasblockchainfornewmodels.Thirty-sevenpercentoforganizationssaytheyworkextensivelywiththistechnology.Equigy,aconsortiumofAustrianPowerGrid,Swissgrid,aSwisstransmissiongridoperator,TenneT,aNetherlandsbasedtransmissionsystemoperatorandTerna,aGreekrenewableenergycompany,aimstoaddresstheimbalancebetweensupplyanddemandofrenewableenergysources.Equigy’splatformusesblockchaintotracktransactionswhenahouseholdorbusinessreleaseselectricitytothegrid.69Theroleoftheenergyandutilitiessectorwillevolvewithcustomerinteractionsacrosselectricvehiclescharging,energystorage,andenergytradingleadingtotheneedforintegratedplatformsthatareaccessibletoendcustomersandpartners.ImplementtrainingprogramsaroundinnovationandtechnologySixty-ninepercentoforganizationssaytheydonothavetherequiredskillsetsin-housetoimplementnew-energymodels.GregJackson,founderandCEOatOctopusEnergy,adds,“Itisalsoincrediblyimportantthattheyhavetheskillsnotjustforbusiness,butfor21stcenturybusiness.Asanexample,thismeansunderstandingthedifferencebetweencontinuousdevelopmentandaquarterlyreleasecycle.Ifyoudon’thavethosekindsofskillsetsontheboard,youcannotmakeagiledecisions.”Onewaytoremedythisistodevelopin-housetrainingprogramsoninnovationandtechnology.Forinstance,BPisworkingtoenableatransitionforitsworkforcethrougheducation,employmentinitiativesandprogramswithindustrypartnerstodevelopearly-stagetalentwiththeskillsneededforfutureenergysystems.70However,reskillingisnotstraightforwardfortheenergyandutilitiessector;67%statethattheyareunabletoreskilltheworkforceinlinewiththerequirementsfornewmodels.Self-pacedlearningthroughdigital-learninglibrariesisanoptionworthexploring;anotheristore-educatetraditionalITworkforcesinAIanddataanalyticsbecausethesecanbemorecost-effectivethanbringinginexternaltalent.Currently,mostorganizationshiretalentfromotherorganizationsinthesamegeography.However,thereisamplescopetotraintalentinternally.Inafewareas,suchashydrogenandCCUS,organizationsaretrainingtalentinternallyinparallelwithimplementingrevisedhiringprograms.Attractingtalentisalsoimportant,ashalfoforganizationsagreethatthereisahighcostassociatedwithreskillingexistingtalenttoworkonthedeploymentofnew-energymodels.28Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesOrganizationsuseamixofinternaltrainingandexternalhiringfornew-energymodelsFigure16Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,1N=326,2N=236,3N=87,4N=87,5N=177,6N=255,7N=223,8N=6,9N=103,10N=95,11N=91,12N=190,13N=102,14N=54organizationsfromtheenergyandutilitiessector.Forthetechnologiesyourorganizationworkswith,howdoyousourcetherelevanttalent?Hydrogenfuel10%CCUS210%Energyplatformsforprosumers320%Distributedenergy-resourcesmanagementsystem430%Energytrading540%EVcharging6Energystorage7Cloud8HireexternaltalentfromotherorganizationsindiﬀerentgeographyasahybridworkforceHireexternaltalentfromotherorganizationsinthesamegeographyTrainexistingtalentinternallyBlockchain9Digitaltwins10BigData115G12InternetofThings13ArtiﬁcialIntelligence1450%60%70%29Createproductandservice-relatedcapabilitiestodevelopnewbusinessesNew-energymodelswillneedcapabilitiesthatmaynotexistwithinorganizationscurrently.Forinstance,62%oforganizationssaytheylackin-houseskillsetstodevelop,sell,andmanageservices.Inaddition,developingenergyservicesandsolutionswillrequireacustomer-centricmindsetandproductcapabilitiesthatenergycompaniesoutsideoftheretailsegmentmaynotcurrentlyhaveavailabletothem.Enel,forinstance,hassetupEnelX–aseparateglobalbusinesslinethatoffersintegratedsolutionsacrosselectricmobility,smarthometechnologiesanddigitalizedurbaninfrastructuresforsmartcities.71JodieHallam,generalmanagerforenergyservicesatMondo,thecommercialenergybusinessarmofAustralianelectricityandgastransmissionanddistributionfirmAusNetServices,comments,“Wehaveestablishedaproductteamandhavecreatedaproduct-developmentframeworkthatreallyhelpsusfocusonassessingcustomerneedsandunderstandinghowthesolutionsthatwe’rebuildingareactuallysolvingcustomerproblems.Theteambringstogetherproduct-strategycapabilities,withdeepnetworkexperience,retailcapabilities,anddata-sciencecapabilities.”Organizationsshouldalsoconsiderestablishingleadershiproleswithaccountabilityfordrivingcustomercentricity.Ausgrid,thelargestelectricitydistributoronAustralia’seastcoast,hascreatedadedicatedchiefcustomerofficerrole.JasonClark,executivegeneralmanageratPLUSES,theunregulatedbusinessofAustralianelectricitydistributionbusinessAusgrid,comments,“Distributionbusinesseshavehistoricallyhadadifferentlensinthewaythattheylookatthemarket,buttobeasustainablebusinessitisabsolutelycriticaltobecomecustomerfocused.”Distributionbusinesseshavehistoricallyhadadifferentlensinthewaythattheylookatthemarket,buttobeasustainablebusinessitisabsolutelycriticaltobecomecustomerfocused.”............................JasonClarkExecutivegeneralmanageratPLUSES30Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesConclusionTheenergyandutilitiessectorisundergoingamassivechangeacrossthevaluechain,rightfromgenerationanddistributiontoenergyretailandservices.Mostorganizationsbelievethatnew-energymodelswillbecometheirmainstreambusinessinthenextfewyears,howevercurrentadoptionofnewmodelsislow.Organizationsthathavesnatchedaheadstartinventuringintonewbusinessareastoprovideservicesonenergytransitionareclearlyreapingthebenefits.However,thepathtodevelopingnew-energymodelsisnoteasy.Organizationswillneedtosignificantlystepuptheirabilitytoinnovate,developingahithertolackingopennesstoexperimentationandagilityinforgingnewpartnerships,bothwithinandoutsidetheirexistingecosystems.Inaddition,giventhattechnologyanddataunderpinmostnew-energybusinessestoday,investingindevelopingtechnologyanddataskillsetswillbecritical.Organizationswillneedtodevelopnewapproachestomeasuringthesuccessofnewbusinessesinordertoaccountfortheuncertaintythatisinherentinthem.Finally,weneedaglobalratherthanlocalapproachtomonitoringgamechangers,toavoidbeingdisruptedandtobeanactorinenergytransformation.31ResearchMethodologyForthisresearch,weconductedanonlinesurveyof530seniorexecutivesfromenergyandutilityorganizationsinAugustandSeptember2021.AlloftheseorganizationsreportedrevenuesofmorethanUSD200millionforthepreviousfinancialyear.Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=530organizationsfromtheenergyandutilitiessector.7%7%25%7%35%12%OrganizationsbycountryOrganizationsbyRevenueOrganizationbynumberofemployeesIndiaNordicsSpainItalyGermanyFranceUKCanadaUSAustraliaNetherlandsSingaporeJapan9.4%9.4%9.4%9.4%9.4%9.4%9.4%9.4%9.4%5.7%5.7%1.9%1.9%4%2%LessthanUS$349mUS$1bn-$4.99bnUS$20bn-$49.99bnUS$350m-US$499mUS$5bn-$9.99bnMorethanUS$50bnUS$500m-$999mUS$10bn-$19.99bnFewerthan1,000employees10,001-20,000employeesMorethan100,000employees1,000-5,000employees20,001-50,000employees5,001-10,000employees50,001-100,000employees2%15%48%11%15%3%6%32Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesSource:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=530organizationsfromtheenergyandutilitiessector.7%7%25%7%35%12%OrganizationsbycountryOrganizationsbyRevenueOrganizationbynumberofemployeesIndiaNordicsSpainItalyGermanyFranceUKCanadaUSAustraliaNetherlandsSingaporeJapan9.4%9.4%9.4%9.4%9.4%9.4%9.4%9.4%9.4%5.7%5.7%1.9%1.9%4%2%LessthanUS$349mUS$1bn-$4.99bnUS$20bn-$49.99bnUS$350m-US$499mUS$5bn-$9.99bnMorethanUS$50bnUS$500m-$999mUS$10bn-$19.99bnFewerthan1,000employees10,001-20,000employeesMorethan100,000employees1,000-5,000employees20,001-50,000employees5,001-10,000employees50,001-100,000employees2%15%48%11%15%3%6%Inadditiontothesurvey,weconductedin-depthinterviewswithseniorexecutivesfromtheenergyandutilitiessector.Intheseinterviews,weexploredtherelevantnew-energymodels,implementationchallenges,andtheoutlookfortheenergysector.Thestudyfindingsreflecttheviewsofthepeoplewhorespondedtoouronlinequestionnaireforthisresearchandareaimedatprovidingdirectionalguidance.PleaserefertothemethodologyfordetailsofrespondentsandgetintouchwithaCapgeminiexperttounderstandspecificimplications.Source:CapgeminiResearchInstitute,New-energyModelsintheEnergyandUtilitiesSectorsurvey,August–September2021,N=530organizationsfromtheenergyandutilitiessector.7%7%25%7%35%12%OrganizationsbyRevenueOrganizationbynumberofemployeesSpainItalyGermanyFranceUKCanadaUSAustraliaNetherlandsSingaporeJapan9.4%9.4%9.4%9.4%9.4%9.4%9.4%5.7%5.7%1.9%1.9%4%2%LessthanUS$349mUS$1bn-$4.99bnUS$20bn-$49.99bnUS$350m-US$499mUS$5bn-$9.99bnMorethanUS$50bnUS$500m-$999mUS$10bn-$19.99bnFewerthan1,000employees10,001-20,000employeesMorethan100,000employees1,000-5,000employees20,001-50,000employees5,001-10,000employees50,001-100,000employees2%15%48%11%15%3%6%33References1.TotalEnergies,“WhatisaPowerPurchaseAgreement(PPA)?”October2021.2.Eni,“EnelandEnijointlydevelophydrogenprojects,”December2020.3.Shell,“Creatingamarketforcapturingcarbon,”December2020.4.E.ON,“E.ONandZurichlaunchafull-serviceE-Mob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ituteMohinderSawhneyConsultant,CapgeminiResearchInstituteMohinder.sawhney@capgemini.comMohinderisaconsultantwithCapgeminiResearchInstitute.Heisinterestedinresearchinitiativesstudyingthelatesttechnologyinnovationsandadvancementsandtheirimpactonvarioussectors.SumitCherianSeniorManager,CapgeminiResearchInstituteSumit.cherian@capgemini.comSumitisaseniormanagerattheCapgeminiResearchInstitute.Heleadsresearchinitiativesacrosssectorstohelpclientsunderstandhowdigitaltechnologiesdisruptbusinesslandscapeandconsumerbehavior.RoopaNambiarSeniorManager,CapgeminiResearchInstituteroopa.a.nambiar@capgemini.comRoopaisaseniormanagerattheCapgeminiResearchInstitute.Sheleadsresearchprojectsonkeybusiness,technologyandconsumertrendsandtheirimpactonlargeorganizations.JeromeBuvatGlobalHeadofResearchandHeadofCapgeminiResearchInstitutejerome.buvat@capgemini.comJeromeisheadofCapgeminiResearchInstitute.Heworkscloselywithindustryleadersandacademicstohelporganizationsunderstandthenatureandimpactofdigitaldisruptions.SubrahmanyamKVJSeniorDirector,CapgeminiResearchInstitutesubrahmanyam.kvj@capgemini.comSubrahmanyamisaseniordirectorattheCapgeminiResearchInstitute.Helovesexploringtheimpactoftechnologyonbusinessandconsumerbehavioracrossindustriesinaworldbeingeatenbysoftware.37Formoreinformation,pleasecontact:AustraliaNicoleAlleyNicole.alley@capgemini.comEmilieDitton(Invent)Emilie.Ditton@capgemini.comNetherlandsMarcelvanBreedenmarcel.van.breeden@capgemini.comLarsFalch(Invent)Lars.Falch@capgemini.comSwedenSanjayBeloshesanjay.beloshe@capgemini.comCanadaTomMosseauTom.Mosseau@capgemini.comLukeO’Reganluke.oregan@capgemini.comItalyMassimilianoMazzamassimiliano.mazza@capgemini.comGiovanniContemi(Invent)giovanni.contemi@capgemini.comDACHGuidoWendt(Invent)Guid.Wendt@capgemini.comUnitedStatesElfijeLemaitreElfije.Lemaitre@capgemini.comUKPaulHaggertyPaul.Haggerty@capgemini.comKarenThompsonKaren.Thompson@capgemini.comBelgiumBenjaminDawes(Invent)Benjamin.Dawes@capgemini.comNorwayJensMiddborgjens.middborg@capgemini.comGunnarDeinboll(Invent)Gunnar.Deinboll@capgemini.comFranceDavidTorrin(Energy&Utilities)David.Torrin@capgemini.comAdrianNowak(NaturalResources)Adrian.Nowak@capgemini.comFlorentAndrillon(Invent)Florent.Andrillon@capgemini.comSpainCarlosGonzalezBaquerocarlos.gonzalez-baquero@capgemini.comAntonioAlonsoRubio(Invent)antonio.alonso.r@capgemini.comIndiaNitinGupta(Invent)nitin.a.gupta@capgemini.comSouthEastAsiaKiranKeshavkiran.keshav@capgemini.comJamesForrestGlobalEnergy&UtilitiesIndustryLeaderJames.Forrest@capgemini.comPeterKingGlobalCapgeminiInventEnergy&UtilitiesIndustryLeaderPeter.King@capgemini.comGlobal38Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesCapgeminiOfferingCapgeminiInvent–ApreferredpartnertohelpourEnergyandUtilitiesclientstoinventanddesigntheirnewbusinessmodelsandthenexecute.Whoarewe?Capgeminiisamulticulturalcompanyof290,000peopleinnearly50countries,whoworkwithworld-renownedclientstofindsolutionstotheirmostdemandingchallenges.CapgeminiInventistheGroup’sdigitalinnovation,consulting,andtransformationbrand.Webringtolifewhat’snextfortheirclientsbycombiningstrategy,technology,datascienceandcreativedesignexpertise–withunrivaledsectorialexpertise.Weenableourclientstodesignandbuildtomorrow’sbusinesses.Weareprivilegetoworkwithalargeproportionoftheworld’sleadingenergyandutilitiesplayersonsomeoftheirmostcomplexbusinessmodelchallengesastheyfaceintoarapidlychangingworld.OurEnergyandUtilitiesclientsrangefromenergygenerators,networkoperators,retailers,oilandgasproviders,watercompaniesandemergingrenewablesplayers.FormoreinformationaboutCapgeminiInventEnergy&Utilities,pleasevisitourCapgeminiEnergyandUtilitieswebsiteorfollowusonLinkedInWhatwedo?AsCapgeminiInvent,wehavethreecorefieldsofplaythatallowustofocusinandhelporganizations’toevolveandtransformtheirBusinessModels.CustomerFirstfocusedonhelpingorganizations’becomecustomercentricenterprisesanddrivesustainablegrowthbybuildingandorchestratingexperiencesatscalewhileharnessingthepowerofdataandtechnology.IntelligentIndustryfocusedonthefutureofindustrybybringingtogetherthephysicalanddigitalworlds,helpingcompaniestoinventintelligentproducts,operations,andservicesatscale.EnterpriseTransformation,inordertobeabletoscaleortransformintonewbusinessmodels,clientsneedadigitalorganisationsetupforsuccessbycombiningtherightpeople,organizations,processesandassets.Whodowedoworkwith?Wepartnerwithalmostalloftheworld’slargestEnergy&UtilitiestodelivernewInnovation,SmartProductsandNewBusinessModels.WealsopartnerandworkalongsideEnergyandUtilitiesinnovationcommunitiessuchasEITInnoEnergy,TechstarsandGreentownLabstobringtolifewhatisnextforourclientsandhelpthemscalethesenewinnovativeideas.Wehaveprovidedafewselectexamplesoftheworkwedowithourclients;FutureofEnergy–WearemodellingandexploringtheimpactsofrenewablesandnewtechnologiesonourEnergyBusinessModelstoday–ThinktheroleoutofEVs,thefutureandviabilityofHydrogenasareplacementtotraditionalgas,thefutureofpetrolstationsandmanymorefascinatingindustryandsocietychangingtopics.BringingGreenEnergyconceptstolife–Wearehelpingourclientstosetandexecutetheirnetzeroambitionsbyforexamplehelpingclientsgeneratecleanenergyfromorganicwastethroughevolvingtheirbusinessmodelintoacircularbusinessmodel,helpingthemdefiningtheirtransformationjourneystowardscarbonneutralityorresearchinganddefiningtheroletheendconsumerhasinmakingNetZeroareality.Increasingmarketcompetition,visibilityandtransparency-Weareworkingonanumberofmarketplatformprojectsthatwillallowtheindustrytoconnectmoreholistically,gainingaccesstoreal-timedatatoenablebetterdecisionmakingandreducingbarriersoftradethusincreasingcompetitionandbringingmoreinnovationintotheEnergyindustryaswellasreducingendconsumerbills.Makingithappen–OneofCapgemini’scorestrengthsis,wewillmakethechangehappen.Wewill“rollupoursleeves”andmakethenewBusinessModelarealitywithourclientwhetherthatbesettingupanewnonregulatedpartofthebusinesstotestoutnewcommercialmodelsormergingorseparatingtwocompaniesduetoregulatorychangesorcommercialambitions.Wanttoknowmoreaboutwhatwecandoforyou?PleasegetintouchwithanyofourgeographyleadsAlso,pleasehavealookatourdedicatedPathtoNetZeroassets–availablehere-https://www.capgemini.com/gb-en/service/invent/path-to-net-zero/39Discovermoreaboutourresearch:TheAutomotiveIndustryintheEraofSustainabilityTheAutomotiveIndustryintheEraofSustainabilityfortomorrowQuarterlyreviewN°1—2021Whysustainabilitymeanscollectiveaction,bolderleadership,andsmartertechnologies#GetTheFutureYouWantConversationsforTomorrow-Edition1SUSTAINABLEOPERATIONSAcomprehensiveguideformanufacturersSustainableOperationsConsumerProductsandRetailHowsustainabilityisfundamentallychangingconsumerpreferencesSustainabilityinCPRSustainableITWhyit’stimeforaGreenrevolutionforyourorganization’sITSustainableITPoweringSustainability40Remodelingthefuture:HowenergytransitionisdrivingnewmodelsinenergyandutilitiesHowartiﬁcialintelligencecanpoweryourclimateactionstrategyClimateAIThedata-poweredenterpriseWhyorganizationsmuststrengthentheirdatamastery$$€$€€$€ThedatapoweredenterpriseWhat’stheBigIdea?WhymostinnovationsfailtoscaleandwhattodoaboutitScalinginnovation41SubscribetothelatestresearchfromtheCapgeminiResearchInstituteReceivecopiesofourreportsbyscanningtheQRcodeorvisitinghttps://www.capgemini.com/capgemini-research-institute-subscription/42Remodelingthefuture:Howenergytransitionisdrivingnewmodelsinenergyandutilities43AboutCapgeminiCapgeminiisagloballeaderinpartneringwithcompaniestotransformandmanagetheirbusinessbyharnessingthepoweroftechnology.TheGroupisguidedeverydaybyitspurposeofunleashinghumanenergythroughtechnologyforaninclusiveandsustainablefuture.Itisaresponsibleanddiverseorganizationof270,000teammembersinnearly50countries.Withitsstrong50yearheritageanddeepindustryexpertise,Capgeminiistrustedbyitsclientstoaddresstheentirebreadthoftheirbusinessneeds,fromstrategyanddesigntooperations,fuelledbythefastevolvingandinnovativeworldofcloud,data,AI,connectivity,software,digitalengineeringandplatforms.TheGroupreportedin2020globalrevenuesof€16billion.GettheFutureYouWantwww.capgemini.comAbouttheCapgeminiResearchInstituteTheCapgeminiResearchInstituteisCapgemini’sin-housethink-tankonallthingsdigital.TheInstitutepublishesresearchontheimpactofdigitaltechnologiesonlargetraditionalbusinesses.TheteamdrawsontheworldwidenetworkofCapgeminiexpertsandworkscloselywithacademicandtechnologypartners.TheInstitutehasdedicatedresearchcentersinIndia,Singapore,theUnitedKingdomandtheUnitedStates.Visitusat:www.capgemini.com/researchinstitute/MACS_20211202_MSCopyright©2021Capgemini.Allrightsreserved.

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