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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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    2 Seeing energy differently: www.ey.com/smart

    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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    4 Seeing energy differently: www.ey.com/smart

    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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    6 Seeing energy differently: www.ey.com/smart

    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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    10 Seeing energy differently: www.ey.com/smart

    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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    11

    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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    12 Seeing energy differently: www.ey.com/smart

    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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    16 Seeing energy differently: www.ey.com/smart

    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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    20/20

    Seeing energy differently: www.ey.com/smart

    Ernst & Young

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    About Ernst & Young

    Ernst & Young is a global leader in assurance, tax, transaction

    and advisory services. Worldwide,our 144,000 people are

    united by our shared values and an unwavering commitment

    to quality. We make a difference by helping our people, ourclients and our wider communities achieve their potential.

    Ernst & Young refers to the global organization of member

    firms of Ernst & Young Global Limited, each of which is a

    separate legal entity. Ernst & Young Global Limited, a UK

    company limited by guarantee, does not provide services to

    clients. For more information about our organization, please

    visit www.ey.com

    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.

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    EYG no. DX0078

    In line with Ernst & Youngs commitment to reduce its impact on the

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    This publication contains information in summary form and is therefore intended

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    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

    [email protected]

    Helmut Edelmann

    Global Power & Utilities Smart Program Manager

    +49 211 9352 11476

    [email protected]