seeing energy differently
TRANSCRIPT
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Seeing energy differentlyPower and utilities: ready for a smart transformation?
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Contents
1 What is smart?
2 Seeing energy differently
4 Power and utilities: a sector in transformation
10 Transformation lessons
13 Winning in smart
16 Ernst & Young in smart
17 Smart contacts
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For a comprehensive overview of what smart is, go to ey.com/smart
1
Transmissionand distribution
Generation Meter Supplyand retail
Customer
Smart
Smart meter Smart appliancesSmart grid
What is smart?
Most current electricity grids were designed 40 to 50 years ago. Technology has moved on,
and smart puts this new technology to work.
Smart energy systems now in development around the world have three key components:
the smart grid, the smart meter and smart appliances. By making better use of information
and communications technology (ICT) and actively involving energy customers, the new
smart systems will change the way we:
Produce energy: Smart grids can accommodate renewable energy (e.g., solar and wind)and other decentralized energy sources (e.g., micro generation) more easily.
Deliver energy: Smart grids send energy and information two ways, giving utilities more
exibility to manage supply and demand.
Use energy: Smart meters and appliances show consumers how much energy they
use so they can choose to use less, or to switch their consumption away from peak periods.
Smart: intelligent new technology,creating a more efcient energy system
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Worldwide, power and utilities (P&U) companies are expected to invest over US$200 billion by 2015, upgrading
metering and grid infrastructure to be smart. This will create a more technologically advanced, connected way
of using energy that has the potential to create more secure, affordable and greener electricity.
Across the globe, new energy schemes and technologies are emerging. They will lead us toward a smarter worldand enable us to think differently about energy and how we use it.
Many consider smart investment in P&U merely an infrastructure upgrade. We think this is too limiting, given
the new technologys potential to transform P&Us business strategies and attract new players from other
industries into the sector.
Ernst & Young has many years of experience engaging with the challenges and changes that shape industries
as they work through transformation. This paper combines that experience with our understanding of smarts
impact on P&U, and its potential to start a revolution that will ultimately create new, converged markets.
For those looking to navigate the opportunities of smart, we offer analysis and insight into the
following questions:
How fast could smart transform the P&U sector?
What new business opportunities might emerge from new converged markets?
What lessons can P&U learn from other sectors transformation experiences?
What does it take to be a winner in a future smarter world?
Seeing energy differentlyOne of the greatest
changes to affect
power and utilities inover 100 years is the
implementation of
smart technologies.
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www.ey.com/smartSmart technologies are modernizing energy systems, bringing massive change for the
industry, its consumers and for competition. How will utilities cope with the shake-up?
And what must you do to get ahead and stay ahead? Visit our smart website at
www.ey.com/smart for a wealth of information to support your smart journey:
Learn how smart technology is changing the P&U sector around the world
Read about the new business opportunities of a changing market
Discover what other industries learned from major change
Find out if you have the seven characteristics of a smart winner
Use our smart diagnostic to test your readiness to compete [available from 3 May 2010]
Please contact us if you need any help on your
smart journey.
Helmut EdelmannGlobal Power & Utilities Smart Program Manager
Tel: +49 211 9352 11476
Email: [email protected]
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Urgent challenges are transforming the P&U sector:
How to make energy systems less carbon-intensive and less dependent on fossil fuels by integratingdecentralized and intermittent renewable energy into the electricity grid
How to increase energy efciency to meet growing demand, given the increasing scarcity of energy resources
How to increase access to energy, decrease the likelihood of blackouts, make energy more affordable or
keep up with demand for power in accordance with national agendas
To address these challenges, new and more intelligent electricity systems are needed, including new
communications structures, better utilization of IT and the active participation of consumers.
The solution? Smart grids.
Power and utilities:a sector in transformation
Vision for the futureSmart is the enabler for more secure, affordable
and green energy in the future. As Figure 1
shows, the new technology will have an impact
on businesses across the value chain, fromproduction to transmission to retail sales.
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Figure 1: Smart will affect every aspect of the value chain
FutureToday
Production
Onshoreand offshorewind
Nuclearpowerstation
CCS plant(coal/gas)
Hydro-electricpower
CO2transportand storage
Coal/gasredpowerstation
SolarGasproduction
Micro CHP Solar waterheating
Solar PV
Regional markets increasingcentralization
Transmission
Micro wind
Trading Business unit tradingbusinesses local markets
Dumb meter Smart metering
Distribution
Metering
Retail
Energyowsto users
Decentralized generation
Intermittent capacity
New sources of energy production,changes in generation mix
Sustainable, secure sources of supply
Increasing complexity andsophistication required
Flexible and uid infrastructure Two-way ow of energy and data
Key changes
Smart meters and grids enable ow ofenergy to and from customers
Smart meters and grids offer newsources of revenue
Customers generate their own energy
Customers have more control its nolonger just about price and reliability
The volume and scope of customerdata is signicantly increased
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How fast could change happen?
What will the industry look like in, say, 10 years time? It will depend on the speed of change and where you arein the world. We see three essential scenarios for change: infrastructure upgrade, evolution and revolution.
Infrastructure upgrade
P&Us invest in new smart technologies to meet
increasing energy demand, alleviate environmental
pressure or replace out-of-date infrastructure. They
use smart technology to detect and react to shifts
in loads or network failures, improving network
effectiveness. Emerging markets such as India or
China will probably follow this path, as will some
European markets.
Evolution
Business strategy transforms slowly until a
tipping point is reached, due to a technological
breakthrough or customer acceptance. At that point,
competition quickly shifts into an advanced stage.
Parts of the US have already begun this shift and
will potentially move toward revolution much earlierthan other countries. Australia and some European
markets will probably follow this evolutionary path.
Revolution
Signicant upgrades to physical infrastructure
combine with a new interactive customer relationship
and new competitive models that allow third parties
to enter the market. This creates a revolution.Market rationalities and business strategies change
completely.
How to be smart
If smart is treated as an infrastructure upgrade only,
and business as usual continues, the full advantages
of the new technologies cannot be realized. The major
challenge for P&U companies is to get their upgrade
investments right, so that they can respond quickly and
cost-effectively to a market exhibiting evolutionary or
revolutionary developments.
How to be smart
Transformations in business strategy can be slow to
take hold. P&U companies need to be alert to signs of
change and agile enough to seize new opportunities.
For example, smart technology will create a two-way
ow of energy and information between consumers
and utilities, exchanging usage and price information.The simple business of energy supply could evolve into
a new, sophisticated form of energy service, in which
utilities help consumers to manage their energy use and
react to prices to nd the best deals.
How to be smart
P&U companies could face strong competition from
new entrants in every part of the value chain. As the
market evolves, so will the skills required to compete
effectively. The greatest challenge will be decidingwhere to position your business in the new market. P&U
companies will also have to build new partnerships to
meet the changing demands of the smart consumer.
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New business models for a smart market
Todays business strategies are based on a one-directional ow of energy fromcentralized generation to the consumer. Smart will change this to a two-way ow of
energy and information across all parts of the value chain. How can P&U companies
respond to this transformation and achieve market leadership? We see a number of
potential routes including:
Focus on renewables and decentralized energy Smart grids will be more efcient than
current systems and better at incorporating renewable and decentralized energy. As their
costs decrease and taxes are levied on carbon emissions, P&U companies need to ask
themselves: are we investing in the right technologies and the right geographies given
our smart capabilities? Does our renewables generation capacity constitute a separate
business that requires different competencies than the rest of the company?
Focus on trading Smart will provide much more detailed information about a utilitys
generation assets in relation to its customer base and consumption. This could enable
better matching of supply and demand if the required IT, data management and risk
management capabilities are in place. In competitive markets, such as Europe, the
importance of trading will signicantly increase with the move toward smart, offering
new revenue opportunities such as trading products around electricity storage.
Focus on customers Customers wont care about smart until you make it relevant to
them. The biggest challenge for utilities will be overcoming customer inertia. Unless they
see signicant benets from switching suppliers or managing their own energy usage,
change will not happen. Utilities that understand this will make customer education andcommunication a priority.
Focus on being a leader in smart technologies Companies with strong skills in this
area will focus on improving smart technologies, pushing them forward and promoting
standardization so the industry can benet from economies of scale. One note of caution:
as the telecommunications sector learned with 3G, a promising technology is not a
guarantee of business success. You must also dene a convincing customer proposition.
Focus on the entire smart value chain Leading-edge intelligent utilities will connect
renewable energy and the smart network to the smart home, through the smart meter in
much the same way that telecommunications companies now provide a mobile platform
that offers consumers voice, media, entertainment and internet applications. Utilities
adopting this business strategy will need to combine traditional capabilities (e.g., asset
base, regulatory management, engineering capabilities) with the requirements of new
smart technologies (customer-centric, ability to partner, high agility).
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Potential for strong competition from new entrants
Smart will increase competition in P&U by creating opportunities to sell new services to customers. New entrantswill use their traditional strengths to enter the market by partnering with utilities or going it alone, in areas such as:
Bundling new value-added services
Billing and customer care
Metering, communication, IT and data management
Providing energy to customers
Generation
Smart could blur the lines between the P&U, automotive, technology and telecommunications sectors. Those
companies that can act as integrators bundling services, data and technologies will drive this process ofconvergence. For example, telecommunications companies could sell services directly to the end consumer as
well as operate the required communications structure of a smart grid.
Automotive, real estate, consumer product, media, entertainmentcompanies: home automation, electric vehicles, energy management
Home services
Billing andcustomer care
Telecommunication, technology, retail companies:monthly billing, energy consumption information
Powerandutilitiescompanies
Newentrantsfromotherindustries
MeteringMetering companies, service providers:
meter installation, remote metering
Communication, ITand data management
Telecommunication, technology, retail companies: localarea networks (LANs), load management, data mining
Delivering electricity to the customerIndustrial products, service providers:
micro grids, network optimization
Electricity generationCleantech, automotive, retail companies:
decentralized and/or renewable generation
Power and utilities uniqueness Extent of business opportunities for new entrants
Figure 2: Where will new entrants seek to compete with P&U?
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Companies that offer the right
combination of services at theright price will win.
9
P&Us need to develop stronger customer focus
It is not yet clear how engaged consumers will become in managing their energyconsumption. But what we do know is that people care about home comfort and
convenience, and they care about prices. Decreasing energy costs without reducing
security and convenience is always going to be a convincing proposition.
In time, the developing technology will make a wide range of potential value-added smart
services possible. To realize the full benets, P&U companies will have to develop excellent
levels of customer focus and customer relationship management. They will need to take
the time to educate customers in ways that are relevant to them for example:
Introducing new rates to encourage energy conservation
Helping customers remote-manage new smart home appliances Producing energy and selling it back to the grid
Companies that offer the right combination of services at the right price will win.
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How have other industries coped with transformation and what can we learn? Our analysis of major change in the automotive, technology, telecommunications and retail
sectors has identied 10 essential lessons and 10 fascinating case studies that could help P&U companies nd the right direction toward a smart world.
Look for new partnerships
to identify and fullycapitalize on marketopportunities.
Technology
Partnering for success
Cloud computing proposes that
computing itself can be delivered
as a web-based service that
accesses huge data centers.
But few, if any, single vendorscan offer the entire package of
services required by corporate
IT buyers. In late 2009 a
partnership among Cisco, EMC
and VMware established the
Virtual Computing Environment
Coalition to accelerate the use
of data center virtualization and
private cloud infrastructures.
The global competition and
disruptive innovation afforded
by restructured networks will
create market opportunities for
incumbents and new entrants.
Stay attuned to change
and anticipate tippingpoints, or you will missthe market.
Technology
Anticipating tipping points
Successful technology
companies are adept at tracking
technology advances, legislative
developments, consumer
demand patterns and competitive
activities and, more importantly,
anticipating revolutionary
change. This is a vital survival skill
given the ever-increasing amount
of available market data.
Find out what your
customer values and useyour brand to seize marketopportunities.
Technology
Building brand loyalty
The proliferation of technology
options in recent years has
inundated consumers with
choice. Among the companies
to develop strong brand loyaltyin this environment are Google
and Apple. Google unseated
previous internet search engine
champions through a combination
of: innovation, expanded service
offerings, performance and
reputation. Apple secured its
position by demonstrating
signicant apparent value to music
audiences and capturing their
imagination with superb design.
Develop more symbiotic
relationships, or youwont be able to deliver aseamless experience forthe consumer.
Automotive
From fossil fuels toelectrifcation
Major vehicle manufacturers and
new entrants are joining forces
to bring electric vehicles (EVs)
to market. Because electroniccomponents make up a large
percentage of a cars value,
electrication is attracting
many new suppliers. Traditional
manufacturers need to develop
closer relationships with their
suppliers, new market entrants,
dealers and a host of other
stakeholders to deliver vehicles
without compromises
to customers.
Remembercashow
is your lifeblood.
Technology
Managing cash ow
The arrival of the internet
and dot-com era generated
extraordinary eagerness to
participate. A handful of leading
companies, including Amazon,eBay and Google, had carefully
constructed business plans
that delivered real consumer
benets. But many more
investors overlooked traditional
nancial metrics and paid a high
price when the companies they
invested in ran out of money. No
business is given an open check
book forever at some point the
investment stops and you have to
earn a prot.
Transformation lessons
54321
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Establishing barriers
around data limits newmarket opportunities.
Technology
Accessing real-time data
In the early days of the IT
industry, companies established
multiple technology barriers
to block competitors from
penetrating their customer base.However, this limited market
growth for all players. Today,
most IT-related information is
available in easily accessed,
standard formats that are
shared openly. As a result, the
technology industry enjoys
rapid growth and has shown
extraordinary resilience through
two recessions in the past
10 years.
Engage with the regulator,
or you may not like theoutcome.
Telecoms
Promoting competition
In the 1990s, European
telecommunication regulators
deemed switching costs (incurred
when a consumer wanted to change
mobile telephone providers) a barrierto competition. They intervened to
introduce mobile number portability
(MNP), to allow subscribers to retain
their existing mobile number when
switching from one mobile operator
to another. This was intended to
intensify competition in the mobile
market, but success was mixed and
the outcome was costly for mobile
operators. Countries adopting a more
comprehensive approach where the
regulator and regulated companies
actively co-operate have created
more truly competitive markets for
consumers and service providers.
Dont promise what you
cant deliver to customers,or you will lose theirenthusiasm for change.
Telecoms
Setting customerexpectations
In the late 1990s, third
generation (3G) technology
promised a new world of
mobile services, but consumerexperience failed to live up to
the hype and uptake was poor.
It took years for operators to
update their business model
for 3G services and become
more customer-oriented. In
2007, smartphones provided
the breakthrough for mobile
broadband and nally managed
to attract customers in
large numbers.
Collaborate with allies on
standardization to opennew markets.
Telecoms
Standardizing technology
Early mobile phone companies
recognized that market growth
depended on developing a
common set of standards for
digital mobile technology. It tookseven years of collaboration
between the phone companies
(and subsequently hardware
vendors) to develop GSM, which
became the rst internationally-
accepted digital mobile telephony
standard in 1989. It is now the
dominant mobile technology.
Until you combine market
information with datamanagement capabilities,its just data.
Retail
Increasing customer loyaltywith data warehousing
Retailers collect vast amounts of
information on sales. They use
data warehousing techniques
to identify patterns in shopperbehavior, which provides
valuable information to plan
promotions, pricing strategies
and merchandising decisions.
Smart technology has the potential to
unleash immense change on the P&U
sector. Where can it look for guidance?
For further analysis and detailed case studies, visit www.ey.com/smart
109876
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TopvetransformationlessonsthatmattertoP&U
Smart has the potential to fundamentally change the way in which the power and
utilities sector (P&U) does business. So what are the key lessons P&U can learn from
transformation in other sectors?
1. Find out what your customers value and use your brand to seize market
opportunities. The fact that the technology can do something doesnt necessarily mean
people will want it. For smart, its only when you marry legislated change (i.e., installation
of smart meters) with customer needs (which will evolve over time) that you are able
to successfully grow new markets. So what will be the smart killer app? What will
consumers pay extra for? Where are you going to make money? And is your brand strong
enough to be trusted to deliver smart?
2. Dont promise what you cant deliver to customers; you may lose their enthusiasm
for change. Right now, even assessing what different companies mean by smart is
difcult. For consumers, this presents an even greater danger they are at risk of being
oversold a smart world before it has even been developed. Remember the rocky launch
of internet services on mobile telephones?
3. Until you combine market information with data management capabilities, its just
data. Smart meters will generate huge volumes of new real-time data, which is of minimal
value until it has been analyzed properly. This is not an area of strength for utilities. IT
strategies, systems, future investments and potential partnerships must be reassessed in
order to gain the skills needed to turn this data into meaningful information.
4. Stay attuned to change and anticipate tipping points, or you may miss the
market. What does smart mean for your business? What does succeeding in this market
mean for you? Theres a lot of white noise about smart in the media. Utilities must
distinguish between what is happening in their market versus what is possible, and remain
alert to signals that consumer attitudes have reached a tipping point where change will
happen very quickly.
5. Look for new partnerships to identify and fully capitalize on market opportunities.
All of this will require utilities, used to going it alone, to take on new business partners.
Whether its to analyze huge volumes of customer data, target new services at a particular
segment of consumers or share risk, what new partnerships, joint ventures or product/
service collaborations will your business need?
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What do you want to achieve?What does winning in smart mean for you? It depends on your companys starting point and ultimate objectives.
For some, winning might mean maintaining existing revenue ows; for others, it might mean completely
redening their business to expand into new products, services or geographies.
Dening what success means for you and deciding what to invest in will depend on:
The speed of change in your market(s) do you see smart as an:
Infrastructure upgrade:Investment in upgrading infrastructure provides some opportunities for return
from effective spending and improved performance. However, companies need to be alert to tipping pointsthat signal the market is moving into an evolutionary/revolutionary state.
Evolution: As customers become more receptive to change or where technology becomes suitably
advanced, the market accelerates into a more competitive state. Companies need to be ready
with innovative products and services, as well as strong customer communication, to capitalize on
opportunities.
Revolution: Once customers are engaged and smart infrastructure is in place, a complete shift in business
models is needed to compete along the value chain. To participate in this rapidly changing business
landscape, utilities will need to build or acquire skills that strengthen their customer focus, enhance
innovation, reinforce their brand and maintain their strategic exibility.
Your long-term strategy do you aim to become a market leader in smart grids, smart metering and/or smart
homes? In which geographical markets do you intend to compete? Some companies will continue to operate
within their home markets. For others, energy will become borderless and they will seize opportunities to roll
out products and services in other geographies. Technology leadership will also differentiate which companies
can seize a stake in smart.
Smart is beginning to change the energy landscape and
shake up the value chain. By altering how energy is generated,
delivered and used, smart is making room for new competitors
from sectors such as retail, media, telecommunications and
technology, as well as from within the industry itself.
Winning in smart
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14 Seeing energy differently: www.ey.com/smart
Use our diagnostic to assess your readiness for smart[available from 3 May 2010]
Does your organization have the characteristics needed to be awinner? And if not, where do you need to improve?
Ernst & Young can help you assess how prepared your business
is for smart. Our self-assessment tool is based on our experienceand knowledge of the P&U sector, and the lessons we have learnedfrom other industries that have gone through similar fundamental
transformation.
Visit our website, www.ey.com/smart, to use the diagnostic and
continue planning your smart journey.
Winners wheelDo you have thecharacteristics of a
smart winner?Based on our experience and knowledge of the P&U
sector, as well as the lessons learned from other
industries that have gone through similar fundamental
transformations, we have identied the seven key
characteristics needed to be a winner in smart:
1.Clearvision,strategicexibility
2. Effective partnerships3. Innovative products and services
4. Technology excellence
5. Strong brand
6. Customer focus
7. Managerial and operational excellence
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Figure 3: Key characteristics of a winner in the new smart market
Effectivepartnerships
Innovativeproducts
and services
Technologyexcellence
Strong
brand
Customerfocus
Managerial andoperationalexcellence
Clear vision,strategicexibility
Winnerin smart
Strong brand
Will your brand make the leap into smart
services and products? To date, it has been
useful for utilities to be seen as relativelyconservative market-followers. Now, some
will need to become agents of change to
succeed, and some will need to form newpartnerships to build and deliver a convincing
smart brand.
Clear vision,strategicexibility
The starting point of any smart strategy
is a rigorous, well-documented and
comprehensive understanding of theopportunities that smart brings to the P&U
value chain. From there, a company canarticulate the position it wants to achieve in
the chain.
Managerial andoperational excellence
The smart transformation requires a change
to business as usual. A critical skill will bethe ability to execute new strategies in the
face of evolving markets, new opportunities
and threats. There will be unprecedentedpressure to adapt utility organizations,
systems, processes and people capabilities.How will these skills be created and nurturedwithin the management team?
Effective partnerships
The ability to partner effectively is critical
for success. Partnering with new entrantsto the sector is a fast-track method for
utilities to gain the new competencies they
will need skills such as managing hugeamounts of real-time data, creating a trulycustomer-centric experience or integrating
the new technologies in smart homes.
Technology excellence
Smart will radically challenge the IT and data management
capabilities of utility companies. Smart meters will relay astream of real-time data, which will require real-time analysis
and timely response. New IT competencies, such as data
mining and data warehousing, will be vital to release thepotential value of this new data.
Customer focus
Smart meters, grids and homes could
fundamentally change the relationshipbetween customer and energy provider.Energy and information will ow two ways,
giving customers more control over theirenergy as well as the option to produce
and sell energy. Truly customer focused
companies will interact effectively with thecustomer across the entire smart value chain.
Innovative products and services
Companies able to develop and deploy a
smart killer application will be the winnersin P&U. The Wii and the iPhone are examples
of how other sectors have developed
applications that have gone on to open new
markets and attract new customers.
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Smart servicesWe have the capabilities and the people to help clients see projects
through successfully. We can work on any or all of the life cycle
stages of P&Us transition to smart:
Ernst & Young in smartErnst & Young is helping companies across
the P&U sector to assess opportunities and
revise strategies in light of the potential
transformation that smart brings.
Figure 4: The smart life cycle
Program management Program Management Ofce (PMO), Program review
Change management human capital
Monitor and control reporting, FIDS
Design and planning
M&A
Due diligence
Financial services
Project nance
Customer management
Value proposition setup
Product life cyclemanagement
IT advisory
IT security advisory
Solution development
Customer management
Supply chainmanagement
Vendor selection
IT advisory
IT security advisory
Transaction support Tax advisory
Implementation
Supply chainmanagement
Customer management
Financial services
Project nance
IT advisory
IT security advisory
Operate and stabilize
Performanceimprovement
Cost reduction
Liquidity management
Working capital
Market reassessment
Identify and diagnose
Smart readinessdiagnostic
Smart strategy review
Market review
Market research
Business modeling
Valuation Setting up a road map
for smart
We also provide support for the overarching activities, such as program management, change management, and monitoring and control, that help to create and
maintain a successful project.
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Country/region Contact name Phone Email
Africa Jonathan Blackmore +27 11 772 3023 [email protected]
Australia Brett Croft +61 3 8650 7623 [email protected]
Canada Steve Power +1 416 943 3367 [email protected]
China Raymond Ng +86 10 58153332 [email protected]
France Pascal Antonini +33 1 46 93 70 34 [email protected]
Germany Oliver Becker +49 211 9352 18655 [email protected]
India Arun Srivastava +91 011 4363 3119 [email protected]
Italy Andrea Paliani +39 0280 669761 [email protected]
Korea In Sang Yoo +82 2 3787 6533 [email protected]
Middle East Jalal Bibi +97 1241 74502 [email protected]
Nordics Lars Ansteensen +47 24 00 27 80 [email protected]
Poland Piotr Piela +48 225577580 [email protected]
Spain Manuel Giralt Herrero +34 915727479 [email protected]
The Netherlands Peter Spaans +31 88 40 78810 [email protected] Kingdom Richard Postance +44 20 7951 4345 [email protected]
United States John Chevrette +1 704 331 1900 [email protected]
Smart contacts
Why choose Ernst & Young?
We have the right smart people.Our P&U smart professionals have
deep experience of managing complex
transformations. Our global smart network
has the knowledge and experience to help
companies through the entire smart journey.
Our multidisciplinary know-how
creates value for clients.We offer knowledge and experience of IT risk
and assurance, nancial account advisory
services, risk and tax, coupled with an
extensive track record in managing nance
and human resources integration. We bring
insights gained from innovation, new clean
technologies and a culture of encouraging
entrepreneurs.
We have the necessary
industry knowledge.Ernst & Youngs Global Sector Centers are
committed to delivering helpful insight.
Our Global P&U Center serves as a hub for
sharing industry-focused knowledge that
helps clients to succeed in a changing world.
We are truly independent.We have no interest or conict, nancial
or otherwise, in any of the smart
metering or grid products or services for
sale. Our role is simply to help you make
the best decision by providing sound,
independent and unbiased advice.
Visit our smart website at www.ey.com/smart for a wealthof information to support your smart journey:
Learn how smart technology is changing the P&U sector around the world
Read about the new business opportunities of a changing market
Discover what other industries learned from major change
Find out if you have the seven characteristics of a smart winner
Use our smart diagnostic to test your readiness to compete
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Seeing energy differently: www.ey.com/smart
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About Ernst & Youngs Global Power & Utilities Center
In a world of uncertainty, changing regulatory frameworks
and environmental challenges, utility companies need to
maintain a secure and reliable supply, while anticipatingchange and reacting to it quickly. Ernst & Youngs Global
Power & Utilities Center brings together a worldwide team
of professionals to help you achieve your potential a team
with deep technical experience in providing assurance,
tax, transaction and advisory services. The Center works
to anticipate market trends, identify the implications and
develop points of view on relevant industry issues. Ultimately
it enables us to help you meet your goals and compete more
effectively. Its how Ernst & Young makes a difference.
2010 EYGM Limited.All Rights Reserved.
EYG no. DX0078
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This publication contains information in summary form and is therefore intended
for general guidance only. It is not intended to be a substitute for detailed
research or the exercise of professional judgment. Neither EYGM Limited nor
any other member of the global Ernst & Young organization can accept any
responsibility for loss occasioned to any person acting or refraining from action
as a result of any material in this publication. On any specific matter, reference
should be made to the appropriate advisor.
Global contacts
Ben van Gils
Global Power & Utilities Leader
+49 211 9352 [email protected]
Bob Ford
Americas Power & Utilities Leader
+1 215 4485438
Helmut Edelmann
Global Power & Utilities Smart Program Manager
+49 211 9352 11476