We provide comprehensive consulting for power companies across the entire energy sector – from mining and generation, through electricity distribution and trade
The main issues of the power and utilities sector include Poland’s energy efficiency and security, the capacity market, climate package, and increasing the efficiency of the electricity grid. A holistic view is needed: from power generation sources, through transmission and distribution grids and the energy market, to energy consumers.
The main goal of power companies is energy efficiency, development, and ensuring the lowest possible costs of generating energy and supplying it to the consumer. We provide comprehensive support to power companies to help them meet challenges covering, among others, new business models, directions and ways of investing, increasing efficiency, utilising technical data, change management, and electromobility.
How to gain the extra value for energy sector development based on the resources and infrastructure already held? Report about the areas which are the value generation source in the energy sector, electric cars, production data, nvestment financing.
The report presents seven issues which constitute a challenge not only for energy companies, but also for the state, which creates future operating conditions for the industry.
The global economy is still recovering from the worst economic crisis in 75 years, as many countries grapple with the aftermath of the recession. So we set out to uncover how chief executive officers (CEOs) are approaching growth during a time when economic growth is far from certain.
We are pleased to present you with the fifth edition of our report. The crucial issues discussed in this document are not linked to the ones which we drew attention to only five years ago. Since then, the energy sector has undergone fundamental changes: from a limited but certain pr fits activity, it has turned into regular business. It is now a sector that can bring extraordinary gains, but on the other hand bankruptcy is no longer an unrealistic scenario.
Current consumer-related strategies in the energy industry have focused on “results-based satisfaction”. It was enough to respond to basic issues in a satisfactory manner. Nowadays, customers have much higher expectations when it comes to interacting with their energy suppliers. Power companies need to remodel their current approach and create strategies determining the lengths they want to go to in developing new products and services, as well as ensure a proper system for consumer relations.
New business models applied by companies on the energy market require establishing cooperation with new business partners and initiating new trade relations. The digital revolution requires power companies to utilise a different strategic approach. The challenge is to decide which technologies to support, which services to offer consumers, and how to effectively move from strategy to market implementation. Players currently present on the market will have to assess whether they have the innovation, experience, and means necessary to meet future consumer needs in terms of products and services.
Volatility and uncertainty in the energy sector change how investors perceive risk, exerting additional pressure on the balance sheets of companies supplying utilities.
As the market structure changes, both in the competitive and state-controlled sector, the decisions on funds’ allocation become more complex. Investors have a wide selection of investment choices, and the arrival of smart electrical grids, renewable technologies, and beyond-the-meter services increases the risk profile.
Companies in the energy sector cannot allow their importance to customers to diminish or become marginal. Therefore, they are moving from strategies focused on assets towards solutions targeting customers to a greater extent. On a market dominated by technology, power companies need to change how customers perceive them. They should become active partners and providers of services and solutions, and not only energy suppliers.
Signals to increase spending on innovation are coming from the entire environment surrounding power companies. They are stimulated by domestic and EU policies. It is also driven by the available funds, emerging business models and the will to increase competitive advantage. The willingness to become part of the trend of investing in start-ups is also significant.
More and more innovative solutions will be implemented in the energy industry over the next 20 years. The way new technologies are used as factors driving the transformation of the energy sector is going to influence company innovation.
On the one hand, it allows companies to be perceived by consumers as frontrunners in new technologies. On the other, it increases their efficiency by utilising new technologies and, consequently, provides better financial results. It is a significant challenge to power companies. This industry has its own pace of change, which ranks it behind the leaders of digital maturity – the banking, media, consumer goods, and telecommunications sector.
Power companies want to increase their efficiency. In recent years, this process was strongly equated with employment reduction. Only between 2010 and 2014 alone, employment in the 5 major Polish power companies was reduced by approximately 14 thousand jobs, which represents an approx. 10% decrease of the total number of employees. Employment optimisation influences how a company is perceived by employees and its environment. Where then, aside from employee benefits, can the opportunity to reduce operating costs of power companies be found?
There is a large number of costs related to material and energy usage in power companies, which makes up a large percent of core operational costs. This category may bring significant savings provided that purchases are properly organised within the company. Depreciation also forms a substantial part of costs borne by power companies. It mainly results from large capital commitment in investments in fixed assets. Reducing these costs would only be possible in case of limiting the value of investments – improving the efficiency of this category is possible mainly through individual analysis of each investment process.
