Decentralised Energy - a Global Game Changer

✍ Scribed by Christoph Burger, Antony Froggatt, Catherine Mitchell, Jens Weinmann

• Publisher: Ubiquity Press
• Year: 2020
• Tongue: English
• Leaves: 313
• Category: Library

✦ Synopsis

The energy system is undergoing a fundamental transformation – from fossil to renewable energy, from central power plants to distributed, decentralised generation facilities such as rooftop solar panels or wind parks, from utilities to private residents as producers of energy, and from analogue to digital.

This book looks at the energy transformation from two complementary angles: governance and business model innovation. On the one side, governance is a decisive factor for the success of the transformation because it can act as an accelerator, or it can delay the process. On the other side, entrepreneurs and corporate decision-makers provide new business models for a decentralised energy world.

Based on best practices, country studies and interviews with CEOs and founders of startups from all over the world, the “Global Game Changer” suggests eight key principles for political decision-makers to successfully implement the transformation, and six core competencies for corporate decision-makers to thrive in the new marketplace.

✦ Table of Contents

Cover
Title Page
Copyright Page
Praise for Decentralised Energy
Contents
A note from the authors-editors
Glossary
Chapter 1 Introduction - what are the drivers of decentralised renewable energy generation?
1.1 Renewables becoming competitive
1.2 The global spread of decentralised energy generation
1.3 Decentralised storage gaining importance
1.4 Decoupling growth and energy intensity via renewables and energy efficiency
1.5 Value creation with decentralised renewable energy generation
1.6 Digitalisation as enabler of the smart grid and new business models
1.7 References
Chapter 2 Regulatory and policy incentives - how to establish governance for decentralised energy
2.1 The role of regulation and governance
2.1.1 Regulation as accelerator or decelerator of the energy transformation
2.1.2 An assessment of governance practices in key transformation countries
2.1.3 References
2.2 Australia: from central electricity to solar/storage systems
2.2.1 Introduction
2.2.2 The Australian electricity framework
2.2.3 Australia’s renewable energy resources
2.2.4 DER in Australia
2.2.5 Disruption within the electricity industry
2.2.6 The future of the Australian electricity system
2.2.7 Conclusion
2.2.8 References
2.3 China: bureaucratic and market hurdles to move from a central towards a decentral energy system
2.3.1 Introduction
2.3.2 Growth in renewable energy
2.3.3 Phases of the development of distributed energy development
2.3.4 Lessons from the five-year plans
2.3.5 Developing distributed solar energy systems in China: challenges and prospects
2.3.6 Creating system flexibility
2.3.7 Conclusion and prospects
2.3.8 References
2.4 Denmark: centralised versus decentralised renewable energy systems
2.4.1 Introduction
2.4.2 Phase 1: 1975 to 2000 - the development of efficient single renewable energy technologies
2.4.3 Phase 2: the need for an integration infrastructure
2.4.4 Decentralised smart energy systems versus centralised power transmission line scenarios
2.4.5 Conclusion and policy recommendations
2.4.6 References
2.5 Germany: from feed-in-tariffs to auctions and the question of diverse actors
2.5.1 Summary
2.5.2 Decentralised citizen energy in Germany
2.5.3 Drivers for - and against - decentralised renewable energy in Germany
2.5.4 Change of funding regime by amendment of the EEG in 2014
2.5.5 Decentralised citizen energy and actor diversity at risk?
2.5.6 Conclusions
2.5.7 References
2.6 India: dirty versus clean decentralised energy generation
2.6.1 Introduction
2.6.2 A brief history of systemic changes
2.6.3 Potential for decentralised energy
2.6.4 The drivers of decentralised energy
2.6.5 Outcomes
2.6.6 References
2.7 Italy: network costs versus decentralised system
2.7.1 Introduction
2.7.2 The impact of European policies on the decentralisation of the Italian electricity market
2.7.3 The status of decentralisation in the Italian electricity market
2.7.4 The Italian regulation for distributed energy resources
2.7.5 Conclusions
2.7.6 References
2.8 California versus New York: policy implementation via Investor-Owned Utilities or Distribution System Provider?
2.8.1 Introduction
2.8.2 California
2.8.3 New York state
2.8.4 Comparison of California and NY energy policies
2.8.5 References
2.9 Conclusions and reflections from the country reports
2.9.1 The eight requirements of transformative governance
2.9.2 The way forward: transformation and acceleration
2.9.3 References
Chapter 3 Business models beyond subsidies - which core competencies are needed?
3.1 Energiewende 1.0 - 3.0: matching phases of energy transition and business models
3.2 Start-ups pave the way towards a new energy system
3.2.1 References
3.3 Envio Systems: redefining building efficiency - Envio Systems targets an untapped legacy market
3.3.1 Technology and business model
3.3.2 History and organisation
3.3.3 Scaling and cooperations
3.3.4 Market outlook and competitive environment
3.3.5 Interviewee biography
3.3.6 References
3.4 Timo Leukefeld: a business model for an energy-autonomous house without subsidies
3.4.1 Technology
3.4.2 Business model
3.4.3 Scaling
3.4.4 Market outlook and competitive environment
3.4.5 Interviewee biography
3.4.6 References
3.5 Entelios: Demand Response - a decentralised approach to complement intermittent renewable energies
3.5.1 Technology and business model
3.5.2 Scaling and cooperations
3.5.3 Market outlook and competitive environment
3.5.4 Interviewee biography
3.5.5 References
3.6 SOLshare: decentralised energy supply - complementary or antagonistic to rural electrification
3.6.1 Technology and business model
3.6.2 History and organisation
3.6.3 Scaling
3.6.4 International expansion
3.6.5 Market outlook and competitive environment
3.6.6 Interviewee biography
3.6.7 References
3.7 Mobisol: developing a pioneering business model for off-grid energy in East Africa by starting with the users
3.7.1 Context and origin of the idea
3.7.2 Phase 1 (pilot phase): what do we provide then, really?
3.7.3 Phase 2 (becoming operational): how do we sell?
3.7.4 Phase 3 (commercial roll-out): how do we finance our growth?
3.7.5 Phase 4: how to become a market leader?
3.7.6 Summary - finding new ways to serve the underserved
3.7.7 Author biography
3.8 Solarkiosk: social enterprise and decentralised energy
3.8.1 Technology and business model
3.8.2 History and organisation
3.8.3 Scaling and cooperations
3.8.4 Market outlook and competitive environment
3.8.5 Interviewee biography
3.8.6 References
3.9 Power Ledger: peer-to-peer trading with Blockchain as decentralised transaction technology
3.9.1 Technology and business model
3.9.2 History and organisation
3.9.3 Scaling and cooperations
3.9.4 Market outlook and competitive environment
3.9.5 Interviewee biography
3.9.6 References
3.10 Core competencies in the energy transition - insights for corporate and political decision makers
3.10.1 Three new business models for dealing with the energy transformation
3.10.2 Six core competencies for corporate decision makers
3.10.3 A world of entrepreneurial activity
3.10.4 References
Chapter 4 The three phases of the energy transformation - combining governance and business model innovation
4.1 Three phases of the transformation
4.2 Phase I (Energiewende 1.0)
4.2.1 Governance of Phase I
4.2.2 Business models and core competencies of Phase I
4.3 Phase II (Energiewende 2.0)
4.3.1 Governance of Phase II
4.3.2 Business models and core competencies of Phase II
4.4 Phase III (Energiewende 3.0)
4.4.1 Governance of Phase III
4.4.2 Business and core competencies of Phase III
4.5 References
Chapter 5 Global game changer - leading the future
5.1 Six reasons for decentralisation as the key driver of the global energy transformation
5.2 Preparing for the three phases of the energy transformation: the 8+3+6 model
5.2.1 Regulation and governance: eight key principles for political decision makers
5.2.2 Business models: three business models plus six core competencies for corporate decision make
Chapter 6 Biographies of authors