PwC Global Power & Utilities Survey 2015

A different energy future
Where energy transformation
is leading us
www.pwc.com/utilities
14th PwC Global Power & Utilities Survey
97%expect to see a medium to very
high level of market disruption
by 2020.
73%anticipate major or very major
business model transformation
by 2030.
60%say their main home market will
be more than ‘50% transformed’
by 2030.

Introduction
We are witnessing considerable
disruption in the power sector
arising from a combination
of policy, technological and
customer change. It’s creating
a transformation in how we
think about, produce and use
electricity. In some parts of the
world, disruption is already
taking a strong hold. In other
parts of the world, it is just
beginning. It comes on top
of the already considerable
existing challenges companies
face in providing energy
security, affordability and
sustainability.
In response, the business models and the
operational focus of many companies in the
sector are changing. We focus on these
changes in much of this year’s survey. We look
at what is driving the change and where it is
leading. We include an analysis of some of
the principal disruptive factors at work and,
based on the survey data, have constructed
a Power & Utility Market Disruption Index
that shows the extent to which disruption is
expected to intensify in the next five years
to 2020.
Looking further ahead, we find that a clear
majority in our survey expect significant or
very significant market model change by 2030
in response to energy transformation and that
current business models won’t be sustainable
for long. For some the need for change is
pressing and, indeed, well over a third of
those in North America and Europe say that
current power sector company business
models are already broken and the need for
change is urgent. But elsewhere in the world,
the imperative to change is felt to be less
immediate.
We examine what all this means for the
operational focus of companies. As well as a
switch away from thermal to renewable
generation, we find a big step-up in activity is
expected in areas that are of limited or only
emerging importance to the sector at the
moment, such as smart city, smart home and
smart community infrastructure, local energy
systems, electric vehicles and off-grid
solutions. We conclude with a look at the
capabilities that will be needed and get the
industry’s opinion on whether we can expect
a new ‘golden age’ for the sector or whether
the future is less promising.
2 14th PwC Global Power & Utilities Survey
companies
70 different
countries
52

We look at these big issues through the
viewpoint of a survey that is extensive in scope
as well as intensive in its depth. We have
talked to senior power and utility company
executives in 70 companies and 52 different
countries around the world. The survey is
supplemented by the ‘on the record’
perspectives of a number of CEOs that are
also included in the report. We report survey
responses to a range of questions and also,
in a series of future scenarios, views on how
particular aspects of the world of electricity
will look in the future.
By the term ‘energy
transformation’ we refer to
the convergent effects of
technological advances,
the growth of distributed
generation, new forms of
competition, changes in
customer behaviour,
regulatory direction and their
combined impact on the
nature of the power system
and power companies.
The term ‘disruption’ is
used to mean a change in
the established way of doing
business. It could arise from
a single factor, such as
technological change,
regulatory change, competitive
forces, changes in customer
behaviour, or from the
accumulated impact of a host
of factors. The result is a
challenge and a shift in
existing business viability or
ways of working.
Terminology used in the report
We use the term ‘market
models’ to refer to the way
a market is structured and
designed, whether it is
policy/regulator-led, market-
led or a mixture of both,
the extent of competition,
separation or integration of
roles and the ‘policy goals’
that are promoted.
By the term ‘business
model’ we mean the means
by which a power and utility
company makes a profit or
creates revenue – what it
does, how it addresses its
marketplace, and the
business relationships it
deploys to do so.
Introduction 2
Executive summary 4
A trickier balancing act 9
The shifting energy trilemma 9
Responding to megatrends 11
Rising risk levels 13
A different future world 16
The extent and pace of 19
energy transformation
The rise of distributed generation 22
The impact of other technologies 25
Disruption and market change 26
Future business models 36
The end game – golden age, 44
slow decline or death spiral?
Contacts 46
Contents
Norbert Schwieters
Global Power & Utilities Leader
14th PwC Global Power & Utilities Survey 3
Argentina
Australia
Austria
Belgium
Brazil
Canada
Chile
China
Colombia
Croatia
Czech Republic
Finland
France
Germany
Greece
India
Indonesia
Ireland
Italy
Japan
Jordan
Kenya
Libya
Malawi
Malaysia
Mexico
Mozambique
Namibia
Nepal
New Zealand
Nigeria
Norway
Oman
Poland
Portugal
Romania
Russia
Saudi Arabia
South Africa
South Korea
Spain
Sri Lanka
Sweden
Tanzania
Thailand
Turkey
UAE
Uganda
UK
USA
Venezuela
Vietnam

Executive
summary
The PwC Global Power & Utilities
Survey goes to the heart of
boardroom thinking in utility
companies across the globe.
In this, our 14th edition, we look
at the major changes facing the
sector as it gets to grips with the
prospect of a very different
energy world ahead. We look at
the way companies expect their
markets and business models to
change in the period to 2030
and get their viewpoint on the
outlook for the energy trilemma
and risks facing them in the
short term. For many, the
current way of doing business is
at stake and survey participants
give their insight on what
operational changes lie ahead
and whether the future will
bring success or failure.
A changing emphasis in the
energy trilemma
Survey respondents appear to be anticipating a
more robust climate deal at the December 2015
inter-governmental climate change summit in Paris
than has been achieved before. Evaluating the
classic energy trilemma between security,
affordability and sustainability, they expect
significant change in the next five years. Currently
they give sustainability/cleaner energy only 61 per
cent of the emphasis given to security of supply
(with affordability receiving 92 per cent). By 2020
they expect sustainability/clean energy to move up
to 81 per cent, largely at the expense of affordability.
A mixed record on the
megatrends
Five megatrends – technological breakthroughs;
climate change and resource scarcity; demographic
and social change; a shift in global economic power;
and rapid urbanisation – are having a significant
impact on the power sector. Many of our survey
respondents recognise their importance for their
companies but the sector has a mixed record at best
in responding to them. In the case of technology
breakthroughs and the shift in global economic
power, more participants report little or no success
than report high or very high success. And nearly
as many companies in the sector say they are
unsuccessful in addressing climate change and
demographic trends as say they are successful.
Rapid urbanisation was the only example of a
megatrend where many more reported success than
those who said they are having little or no success.
Rising risk levels
Concern about nearly all of the major risks facing
the power sector is rising. Regulatory uncertainty
and the difficulties of attracting investment top the
list of concerns. The challenge of managing these
two leading risks looks set to be all the greater as a
result of rising risk concern levels for the five other
risks that we asked survey respondents to assess –
blackouts, market dislocation, emissions/air
pollution, fuel availability/supply risk, and
cyberattack. Concern about all of these risks is
heightening. Around three-quarters of survey
participants think these will be medium to
high-level concerns in 2020. Many more companies
expect to have them on their high alert radar than
is the case today.

Energy transformation sights
set mainly on the next decade
The convergent effects of technological advances,
policy measures, the growth of distributed
generation, new forms of competition and changes
in customer behaviour are having a transformative
impact on power markets. We asked the survey
participants about the extent and pace of energy
transformation in their main home markets.
Some expect it to intensify in the next five years
but most anticipate transformation will take
real hold in the 2020s. Only a few (14%) expect
that their main home market will be more than
‘50% transformed’ by 2020. But by 2030,
three-fifths anticipate transformation of this
magnitude.
Customer pull gains ground
on regulatory push
All regions except North America report that
regulatory direction is the biggest driving force
behind energy transformation. But in North
America, it is changes in customer behaviour that
are cited by most respondents. The contrast is
evident when comparing Europe and North
America. In Europe, 87 per cent of survey
participants say regulatory change is having a high
or very high impact compared to just 43 per cent
saying the same about customer behaviour. But in
North America it is the reverse – more (71%) point
to customer behaviour as the factor having the
high or very high impact than choose regulatory
direction (57%). As energy transformation
takes hold, we would expect customer pull to
increasingly take over from regulatory push.
The rise of distributed
generation
In some territories, distributed generation is
already taking a large chunk out of the market for
centralised generation, undermining the classic
power utility business model and adding complexity
into the task of balancing supply and demand.
Globally, survey respondents anticipate distributed
generation will take a 10–20% share of total
generation by 2020, rising to a 20–30% share
by 2030. But a significant minority think the
distributed generation share could be higher.
Over a fifth (22%) anticipate a ‘30% plus’ share for
distributed sources by 2030. Nearly half of survey
respondents (47%) say there is a medium to high
probability that distributed generation could shrink
the role of some power utility companies to
providers of back-up power.
Market disruption intensifies
Disruption and market change are gathering pace
in power markets around the world. Over half of
survey participants (55%) report that their market
is undergoing a medium degree of disruption now
and a further 16 per cent report high levels of
disruption. Less than one in three said their market
is relatively undisrupted now and hardly any expect
that situation to continue to be the case in the next
five years. Looking ahead to 2020, nearly half
(47%) expect a high or very high amount of
disruption, with a further 51 per cent anticipating
medium levels of disruption.
Executive summary
expect a medium or high
amount of disruption in
their main home market
by 2020.
97%
expect their main home
market will be more than
‘50% transformed’ by
2030.
60%

Widespread market model
change anticipated
Across all regions, 70 per cent expect significant or
very significant market model change by 2030.
A further 22 per cent anticipate medium change.
Less than one in twelve think there will be little or
no change in market models. The global figures
mask significant regional differences, with the
expectation of change most intense in Europe and
North America, where 91 per cent and 86 per cent
predict major change. There is less consensus about
the extent of market change elsewhere although a
clear majority (59%) in the Asia Pacific region and
nearly half (46%) in the Middle East and Africa
share the viewpoint of their peers in Europe and
North America.
A more open, competitive and
different type of power market
An expectation of a more open and competitive
power market is shared by many of the survey
participants. Nearly four fifths (78%) anticipate
greater competition and competition from
outside the sector is being taken very seriously.
Three-quarters see a medium to high level of
competitive threat coming from companies with a
technology or engineering focus and nearly as many
(71%) from companies from the IT/telecoms sector.
Powerful brands from the retailing or online sectors
are also seen as a threat. Smart grids, micro-grids,
local generation and local storage all create
opportunities to engage customers in new ways.
Increasingly, we are seeing interest in the power
sector from companies in the online, digital and
data management world who are looking at media
and entertainment, home automation, energy
saving and data aggregation opportunities.
The Power & Utilities Market
Disruption Index
The Power & Utilities Market Disruption Index is based on
survey respondents’ assessment of disruption in five key areas
– policy and regulation, customer behaviour, competition, the
production service model (the infrastructure, products and
services provided by the sector), and distribution channels (how
the sector reaches and delivers to customers). For each one it is
possible to identify developments that are happening now and
which, if they accelerate or impact in combination, could intensify
disruption. The Market Disruption Index is a composite measure
of a basket of these five disruption factors.
On a global level, the market disruption index rises by 42 per cent
between 2015 and 2020. Europe remains the most disrupted
region in 2020 but, because it is already experiencing a relatively
high degree of disruption, the 2015–2020 rise is one of the
smallest. Survey participants in North America anticipate the
biggest market disruption index increase, up 64 per cent from
3.9 to 6.3 to take the region to disruption levels comparable with
Europe by 2020. All regions record significant increases in the
market disruption index. North America moves above the Asia
Pacific region to second place in the ranking by 2020.
Executive summary
anticipate greater
competition.
78%
Scored on a scale of 1–10 where 1 = no disruption; 10 = very disrupted.
The index comprises the mean scores recorded for a basket of five disruption
factors (policy & regulation; technology change; production service model;
distribution channels; customer behaviour; and competition. Each disruption
factor is given an equal weighting.
Source: 14th PwC Global Power & Utilities Survey
1. Europe
2. North America
3. Asia Pacific
4. Middle East & Africa
5. South America
Global
2020
Index score
6.7
6.3
5.5
5.5
4.9
6.0
2020
ranking
2015–2020
% increase
+33%
+64%
+33%
+50%
+44%
+42%

Future power sector business
models
What’s the future for the current power utility
business model? Much will be determined by the
future direction of each country’s market and
regulatory situation. This location-specific shaping
of business models is reflected in the wide variety of
answers we got from different regions of the world
on the outlook for existing power sector business
models. In North America, only seven per cent of
survey participants feel that current business
models will ‘serve us well into the future’ but nearly
half (47%) of those in the Asia Pacific region think
that current business models will remain durable.
However, globally, only a quarter (26%) agreed
with this optimistic outlook, with just over half
(52%) disagreeing. In part, these different regional
outlooks reflect the different patterns of state
ownership and market opening of the sector across
the world, with developing countries, in particular,
having a higher number of state-owned utilities
and finding it less imperative to consider business
model change.
A changed operational focus
There is a big step-up in activity in areas that are of
limited or only emerging importance to the sector at
the moment. The number saying involvement in
smart city, smart home and smart community
infrastructure will be of major importance rises
from 14 per cent now to 62 per cent in 2030. Similar
big increases are evident across a range of areas:
• Local energy systems and infrastructure – up
from 11 per cent now to 55 per cent in 2030;
• Electric vehicles and transportation – 11 per cent
now versus 51 per cent in 2030;
• Own distributed generation – 8 per cent now
versus 48 per cent in 2030;
• Support for customer or third-party distributed
generation – 5 per cent now versus 41 per cent
in 2030;
• Off-grid energy solutions – 3 per cent now versus
37 per cent in 2030.
The end game – rise or fall?
New market models and new business models will
become established as a result of energy
transformation and could quickly eclipse current
company strategies. We presented a trio of future
scenarios to survey participants – an optimistic
‘golden age’ one in which power utilities flourish
and grow, a pessimistic ‘death spiral’ scenario in
which the sector declines rapidly, and a middle
ground of flatter growth and a slow transition
away from the current central grid model.
Opinion is evidently undecided on exactly where
transformation and disruption is taking us:
• 89 per cent say there is a medium to high
probability of a ‘flat and declining role for power
utility companies and current central grid-based
energy systems’;
• But 70 per cent also attach a medium/high
probability to ‘a ‘golden age’ of utility
reinvention in which power utilities enjoy
significant success and growth;
• Yet 58 per cent don’t rule out a ‘downward’ or
even ‘death spiral’ from disintermediation,
technology disruption and customer behaviour,
with power utility companies and current
energy systems undergoing a major decline.’
Looking ahead, we think predictions of a ‘death
spiral’ for companies in the power and utilities
sector are overdone. But if companies in the power
sector don’t stay ahead of change, the challenges
they face will intensify. The challenge will be to
make timely moves to gain the most of the market
opportunity of ‘old energy’ systems and business
models while, at the same time, transitioning to
the new business models required as energy
transformation takes hold.
Executive summary
say business model
change is becoming
urgent.
66%
If companies in the power sector
don’t stay ahead of change, the
challenges they face will intensify.

Many of the issues discussed in this survey are the
focus of PwC and Strategy&’s Energy Transformation
framework. The framework helps companies map the
effect on them of the disruption and transformation
taking place in the sector all the way from the root
causes through to impacts on future market designs
and business models.
This programme of work with companies helps them
address a series of crucial questions. What will the
future market design look like? Who will be our
competitors? What will customers want? How might
regulation be responding? What are the implications
for the company’s purpose, role and positioning?
What will be the winning business models?
Mapping a successful energy transformation path
The challenge for many companies in the sector
will be to make timely moves to gain the most of
the market opportunity of ‘old energy’ systems
and business models while, at the same time,
transitioning to the new business models
required as energy transformation takes hold.
In parallel, companies will need to judge
carefully what capabilities they can successfully
add themselves and what will need to come from
partnerships, joint ventures or M&A strategies.
Demographic
changes
How are megatrends
affecting the
energy sector?
What are the
disruption factors
impacting the
power sector?
What could this
mean for future
market models?
What business models
are likely to evolve?
What transformations
are necessary?
Customer
behaviour
Competition
Production
service model
Green command
and control
Ultra distributed
generation
Local energy
systems
Regional
supergrid
Distribution
channels
Government and
regulation
Shift in
economic power
Accelerating
urbanisation
Climate change and
resource scarcity
Technological
breakthroughs
Purpose
Business
model
Operating model/
capabilities
HR model
Financial
performance
Disruption dynamics
Power & utility company transformation
Executive summary
‘Where do we play?’
‘How do we win?’
What should our
future business
models look like?
‘How do we play?’
PwC energy transformation framework

A trickier
balancing act
The balancing act facing power
utility companies is multiplying
in complexity. As well as the
classic trilemma of security,
affordability and sustainability,
a range of new issues has to be
weighed up. Foremost among
them are decisions that flow
from a series of megatrends at
work in the world.
How best to respond to technological change and
energy transformation which is altering the way
in which we use and think about electricity?
What parts of the value chain to focus on in an
era of energy transformation? How to manage
an increasing level of risk on a number of fronts,
including a more precarious balancing of
supply and demand and new concerns such as
cyberattack? In this chapter we look at how
survey participants view the energy trilemma,
global megatrends and the risks facing the sector.
In the following chapter, we look more closely at
energy transformation and where it is taking
companies in the future.
The shifting energy trilemma
The trade-off between the three classic energy
objectives of security of supply, affordability and
sustainability has long been recognised as a
central dilemma, or ‘trilemma’, for energy policy.
The energy supply that might be the most secure
may not be the most affordable and/or the most
sustainable and vice versa. As the World Energy
Council points out, “delivering policies which
simultaneously address energy security, universal
access to affordable energy services, and
environmentally sensitive production and use of
energy is one of the most formidable challenges
facing government and industry.”1
2015
Security of supply
Affordability
Sustainability
Average score
5.9
5.5
3.6
Index
100
92
61
2020
Security of supply
Affordability
Sustainability
Average score
5.7
4.7
4.6
Index
100
83
81
* Respondents were given a total sum of 15 points to allocate between
the three trilemma goals. All 15 points had to be used.
The lead goal is then indexed to 100.
Figure 1: Energy trilemma
Where is your ‘home country’ energy market positioned in the ‘trilemma’ between security of supply, affordability and
sustainability now and where do you expect your ‘home country’ energy market to be positioned in 2020?*
2020
2015 Security of supply
SustainabilityAffordability
6
5
4
3
2
1
0
1 http://www.worldenergy.org.

We put the question of this ‘energy trilemma’ to our
survey participants. We asked them to assess how
well they feel their ‘home country’ market rates on
each dimension of the trilemma but also forced
them to make trade-offs between the different
elements, in a reflection of the real-life trade-offs
that exist. The responses confirm security of supply
as the foremost priority, with affordability not far
behind (figure 1). Both receive an ‘above par’
score. But survey participants expect significant
change in the next five years. Currently they give
sustainability only 61 per cent of the emphasis
given to security of supply. By 2020 they expect
this to even out somewhat with sustainability
moving up to 81 per cent, largely at the expense of
affordability (figure 1).
The trend towards a more elevated priority for
sustainability is one that’s expected by survey
participants in every main region of the world.
As we see in figure 2, sustainability currently gets
about two-thirds of the attention given to the lead
goal of security of supply according to survey
participants in North America and Europe, and
even less in Asia Pacific, South America and the
Middle East and Africa.
But respondents anticipate that will change quite
significantly in the next five years and that, by
2020, it will be gaining around a 90 per cent
focus in North America and Europe and around
75 per cent elsewhere. In December 2015, in the
biggest climate change meeting since the 2009
Copenhagen summit, representatives from more
than 190 countries are due to meet in Paris to sign
an international agreement to cut CO2 emissions.
The shift in the energy trilemma emphasis placed
on sustainability and clean power suggest that our
survey respondents expect a more robust deal
than was achieved in 2009.
A trickier balancing act
2015 2020
Figure 2: Sustainability – moving up the agenda
Sustainability indexed against security of supply – 2015 and 2020*
Global 61%
81%
North
America
65%
87%
Europe 68%
93%
Asia Pacific 55%
66%
* Point share allocated to sustainability/clean energy as a proportion of those allocated
to the lead goal of security of supply. Indexed against security of supply = 100.
South
America
54%
83%
Middle East
& Africa
55%
76%
The relative priority
expected to be given to
sustainability in the energy
trilemma in 2020 compared
to security of supply, up
from 61% in 2015.
81%

Responding to megatrends
We’ve identified five megatrends – technological
breakthroughs; climate change and resource
scarcity; demographic and social change; a shift in
global economic power; and rapid urbanisation –
that are presenting important challenges for all
businesses. And many aspects of them are having a
profound impact on the power sector. For example,
the regulatory encouragement of renewable power
comes partly in direct response to climate change
concerns. Other trends are interacting, for example
the potential for rapid urbanisation to accelerate
the roll-out of distributed energy and micro-grids.
And, of course, the shift in the focus of global
economic growth is amplified by population growth
in many of the same high-growth markets.
All of these megatrends are rated as being of
medium to high importance by a majority of the
companies in our global survey (figure 3).
Technology breakthroughs and climate
change/resource scarcity head the list with over
80 per cent saying they are important and the vast
majority of these saying there are of high or very
high importance. Urbanisation is also high on the
agenda for many companies, with 77 per cent of
respondents ranking it of medium to major
importance.
Technology breakthroughs and climate change are
rated as being of fairly uniform importance by
power utility companies in all regions. But the other
megatrends impact different power utilities in
different ways depending on their geographic and
market circumstances. The shift in global economic
growth, for example, has led a number of European
power companies to try to gain market share in
fast-growth Latin American and other overseas
markets to offset dwindling growth in Europe.
But the same need to switch focus is not of such
importance for companies who judge that their
current markets offer sufficient potential for future
growth. Reflecting this, over half (52%) of survey
participants in Europe said the shift in global
economic growth was of major importance for their
company compared with a third (32%) of all
respondents globally.
Similarly, the impact of demographic trends is felt
more in some regions than others, with around
54 per cent of respondents in the Middle East and
Africa and Asia Pacific saying it is of major
importance to their company compared to only
29 per cent of all respondents. And accelerating
urbanisation is also more of a concern for survey
participants in the Middle East and Africa and Asia
Pacific than those in North America and Europe.
Indeed, 77 per cent of those in the Middle East
and Africa say it is of major importance to their
companies. Africa already has at least 120 cities
of over half a million residents and 47 of over a
million, spread out among 54 countries2
. It is home
to seven of the world’s megacities and more than
half of global population growth between now and
2050 is expected to occur in Africa.3
% rating medium
importance
% rating high or
very high importance
Figure 3: Global megatrends – level of importance*
Technology
breakthroughs
29%
60%
Climate change
and resource
scarcity
19%
62%
Accelerating
urbanisation
25%
52%
Demographic
changes
40%
29%
Shift in global
economic power
(e.g. west to east)
29%
32%
* Score 1 to 5 where 1 = not important; 5 = very important. Scores 3 (medium) and 4/5 reported.
2 For cities of over half a million inhabitants, see Demographia World Urban Areas: 11th Annual Edition: 2015:01, Table 5: Summary: Urban Areas 500,000 & Over, p. 132,
Demographia, January 2015, at http://www.demographia.com/db-worldua.pdf; for cities of over a million, see the infographic by Future Cape Town on its website at
http://futurecapetown.com/2013/07/infographic-fastest-growingafrican-cities/#.VMqShqlv3dl.
3 World Population Prospects: The 2012 Revision, Population Division, UN Department of Economic and Social Affairs.
Expect climate change
and resource scarcity will
be of major importance
in 2020 compared to just
19% in 2015.
62%

But while there is a considerable recognition of
the importance of the megatrends for power and
utility companies, many are having difficulties
responding to them. We asked survey participants
to rate how successful they feel their company is at
addressing each megatrend. We then filtered the
results to exclude any respondents who thought
a trend wasn’t important for their company.
The results are in figure 4.
In the case of technology breakthroughs and the
shift in global economic power, more participants
report little or no success than report high or very
high success. And nearly as many companies in
the sector say they are unsuccessful in addressing
climate change and demographic trends as say
they are successful. Rapid urbanisation was the
only example of a megatrend where many more
reported success as said they are having little or
no success.
To some extent, these results are a reflection of a
moment in time. Success takes some time to come
to fruition and some companies may feel their
strategies are at too early a stage to justify
reporting successful outcomes. On the other hand,
they also reflect some of the things we know about
the sector. Historically, the pace of technology
adoption in the power utilities sector has been
slow. Key technological developments, such as the
use of system operation computers for grid energy
management, have taken a decade or longer to
become established.
The traditional centralised generation and grid
model is relatively unchanged and companies are
used to medium to long capital programme cycles
for renewal and innovation rather than the months
and few years that have come to characterise
fast-moving technology adoption in the digital
communications world. It’s no surprise that power
and utility companies report that they are struggling
to respond to technology breakthroughs, especially
when some of these technologies are at the
consumer end of the value chain.
When it comes to global repositioning moves to
respond to the shift in global economic power,
again we would expect many survey participants to
report difficulties in executing strategy successfully.
Moving away from mature markets into fast-growing
but often more volatile and less familiar
environments, is challenging. Brazil is a case in
point. A market downturn has put pressure on
Brazilian power utility companies and financial
troubles, including bankruptcy filings, have been a
setback to European expansion ambitions there.
% reporting low or
no success in
addressing them
% rating high or
very high success
in addressing them
Technology
breakthroughs
38%
25%
Climate change
and resource
scarcity
34%
36%
Accelerating
urbanisation
11%
43%
Demographic
changes
30%
36%
Shift in global
economic power
(e.g. west to east)
43%
32%
* Rated success of company on a score of 1 to 5 where 1 = not successful to 5 = very successful.
Scores 1/2 and 4/5 reported.
Figure 4: Global megatrends – level of success in addressing them
Results for those saying the particular megatrend is of medium to high
importance for their company.*
More survey participants
say they are having
difficulty responding to
technological change
than report success.
38%
vs
25%

Rising risk levels
Regulatory risk and the difficulty of attracting
the investment required in the sector are the
highest-rated concerns among the risks we asked
survey respondents to assess (figure 5). They were
rated as medium to high-level concerns by well
over 80 per cent of participants. Few anticipate any
improvement between now and 2020. Indeed, the
proportion with high or very high-level concerns
about attracting investment rises from 56 per cent
in 2015 to 68 per cent in 2020.
Both these risks are concerns across all regions
with very little regional variation. The exception
is ‘difficulties in attracting investment’ where
the proportion of respondents in Asia Pacific
and South America rating this as a medium to
high-level 2015 concern was rather less than
in other regions – 59 per cent and 67 per cent
respectively versus 84 per cent globally.
However, greater optimism in both these regions
is not maintained in their 2020 outlook, with
concern levels for both risks rising back up.
medium concernGlobal responses, % saying high/very high concern
Figure 5: Power sector risks – now and in 2020
What is your assessment of the following power sector risks in your ‘home country’ market?*
Unpredictable regulations
and policy
2015
2020
2015
2020
2015
2020
2015
2020
2015
2020
2015
2020
Difficulties in attracting
investment
Blackouts/supply
interruptions
Market dislocation
Note: Numbers are rounded to a single whole number. Rounding accuracy means totals may not exactly match the sum.
* Scale of 1-5 where 1 = no concern; 5 = very high concern. Medium = 3. High/very high = 4/5.
Increasing emissions
and air pollution
Fuel availability, supply
and price risk
22% 66%
64%22%
27% 56%
16% 68%
29%
25%
40%
49%
32%
27%
37%
45%
37%
33%
16%
42%
36%
22%
30%
55%
2015
2020
88%
86%
84%
85%
68%
74%
68%
73%
53%
75%
66%
77%
40%
75%
Sophisticated
cyberthreats
27%
23%
12%
52%
More are struggling to
respond effectively to the
shift in global economic
power than are dealing
with it successfully.
43%
vs
32%

The challenge of managing these two leading risks
looks set to be all the greater as a result of rising
risk concern levels for the five other risks that we
asked survey respondents to assess – blackouts,
market dislocation, emissions/air pollution, fuel
availability/supply risk, and cyberattack.
Concern about all of these risks is heightening.
Around three-quarters of survey participants think
these will be medium to high-level concerns in
2020. More companies expect to have them on
their high alert radar than is the case today.
In the case of cybersecurity, for example, only
40 per cent report it as a concern in 2015 but this
rises to 75 per cent when asked about 2020.
It should be noted that we conducted this survey
before the major power failure that affected much
of Turkey in April 2015 and which led to an initial
move by the energy minister to monitor whether
a cyberattack could have been a cause, although
sabotage was later ruled out. The critical national
infrastructure of the power sector is a particular
target for cyberattack, as are the online systems for
the commercial relationships the sector has with
millions of customers.
A similar rise in risk concern is seen in the case of
emissions and air pollution – up from just over half
(53%) being concerned today to 75 per cent in
2020. As we noted earlier, UN negotiations are
under way to develop a new international climate
change agreement that will cover all countries from
2020. But irrespective of whatever is decided on
the international stage, national governments are
moving to tighten national air pollution and
emissions rules. In China the risks arising from air
pollution are the subject of increasing discussion
and, recently, the government announced that the
last of the coal-fired generation plants around
Beijing are to be closed. This is a noteworthy move
although China’s power generation is heavily
dependent on coal and longer-term moves to limit
emissions remain unclear.
In the US, coal-fired power plants are subject to the
Mercury and Air Toxics Standards (MATS), which
require significant reductions in the emissions of
mercury, acid gases, and toxic metals. The standards
are scheduled to take effect in 2015 and 2016, with
generators needing to install costly pollution-control
equipment if they want to keep their coal plants
running. A further tightening of rules could come
in the form of the proposed Clean Power Plan,
which will require carbon emission from the power
sector to be cut by 30 per cent nationwide below
2005 levels by 2030. These measures are very
significant for many power companies in the US.
Reflecting this, in our regional results, it is North
American survey respondents who rate air pollution
risk highest – 79 per cent expect it to be a medium
to high-level concern by 2020, with the proportion
expecting it to be a high or very high-level concern
rising from 21 per cent in 2015 to 57 per cent in
2020.
Proportion of survey
participants expressing
concern about cyberthreat
risk.
40%
rising to
75%

CEO perspective
In step with the pace of change
Pacific Gas and Electric Company (PG&E) is one of the largest natural
gas and electric utilities in the United States. Tony Earley, Chairman,
CEO and President of PG&E Corporation, gives his viewpoint on some
of the key questions arising from the PwC survey findings.
PwC: Is the power utilities sector underestimating the speed of energy transformation
taking place and where it is taking us? Four-fifths see market transformation as largely
coming in the next decade. But doesn’t ‘success or fail’ action need to be taken now?
Earley: I believe the utilities sector is very much in tune with the speed of energy
transformation. We have to remember that change is not new in our industry. For over a
century, utilities have been leaders and innovators in building an infrastructure that has
helped enable economic development on a scale and at a pace unmatched in history.
Of course, we have also seen examples of companies getting too far ahead of changes and
failing in their critical present-day mission. Today, change is happening faster than ever,
and every utility is in a different place in terms of the pace of change within their market.
At PG&E, for example, which serves nearly 16 million people in Northern and Central
California, we recently crossed the 165,000 mark for the number of customers with rooftop
solar—by far the most of any US utility. We’ve also seen the number of electric vehicles
double in less than two years. And other consumer technologies are entering the market
seemingly every day—from smarter appliances and thermostats to new battery storage
options.
Regardless of how quickly these technologies are emerging in various parts of the country,
utilities need to take action today to prepare for a future where more of our customers want
and have access to these technologies. At PG&E, we’re doing this by focusing foremost on
investing in the underlying infrastructure. To be relevant for our customers in the future,
our systems must continue to be safe, reliable and affordable. But they must also be smarter,
more flexible and more dynamic—incorporating layers of information technology and data
analytics capabilities. Creating this type of infrastructure for the 21st century will require
continued investment from utilities, and importantly, policies at the federal, state and local
levels that pave the way for doing so.
PwC: Is there a danger that companies in the sector will find themselves following not
leading? For example, many report they are struggling to respond to the pace of
technological change and are not setting that pace themselves.
Earley: The reality today is that a lot of the innovation happening in energy is being driven
by non-traditional players. It used to be that utilities were the sole innovators in our
sector—that’s simply not the case anymore. Instead, we have to look for ways to collaborate.
In recent years, PG&E has worked with dozens of companies in California to develop and
pilot new technologies, and we want to expand these partnerships. You can compare it to
what Bill Ford, executive chairman of Ford Motor Company, said recently about the auto
industry. He predicted that automakers will not own or develop a lot of the technology
that’s changing their business. Instead, they have to be “thoughtful integrators” of other
companies’ technology. I think that applies every bit as much to utilities, which means we
need to be open and excited about partnering with non-traditional players.
PwC: Give us your vision for where energy transformation is heading in your main market.
Earley: At PG&E, we envision a future where the grid that we own and operate functions as
a Grid of Things™—like the internet of things—where all of the energy technologies that
our customers want to pursue are connected together to an integrated grid. Through the
Grid of Things, we can accommodate increasing amounts of those technologies, adding
tremendous value for our customers and to the grid itself. Think about the potential to
offset dips in renewable energy with power from stationary electric vehicle (EV) batteries,
for example. Our nation is on the cusp of an incredibly bright energy future. With continued
investment, the right policies, and openness to new partnerships, the path to that future
runs through the 21st century utility.

We are reaching a point where
the growth of renewable energy
is becoming market-driven
rather than subsidy-driven.
A different future
world
Technological innovation is at
the heart of the shifts that are
heralding the prospect of a very
different future power sector
world. The spread of wind and
solar generation is the most
visible manifestation of this.
But advances are happening in
many other parts of the sector
– for example, in large-scale
technologies such as high-
voltage DC transmission, in
distributed and smaller-scale
customer-based energy systems,
in smart grids and on the load
side. These developments in
power technology are running
in parallel with the digital
revolution, which is opening up
new easier ways of controlling,
managing and trading energy.
Power is being transformed from a top-down
centralised system to one that is much more
interactive but also decentralised and fragmented.
Technological advances are being accompanied
by price falls, most strikingly in the cost of solar
modules. A recent analysis by Deutsche Bank notes
that unsubsidized rooftop solar electricity costs
anywhere between $0.13 and $0.23/kWh today,
well below retail price of electricity in many
markets globally. And it goes on to anticipate
further cost reductions resulting in solar achieving
grid parity in around half of the target markets
that were studied, with the potential for another
30 per cent of countries to have solar grid parity
within the next five years or so if forecast further
cost reductions materialise.4
The economics of solar are now comparable with
that of onshore wind power. Grid parity is now
increasingly well established for both these
renewable energy sources and we are reaching a
point where their growth is becoming market-
driven rather than subsidy-driven. And because
the economics are attractive on both a small scale
and a large scale, more and more households
and businesses are deciding to generate their
own electricity.
It’s a scenario that a big majority of our survey
respondents recognise – 85 per cent predict falling
technology costs will mean new sources of power
generation will become widespread and accessible,
with half believing there is a high or very high
likelihood of this happening (see panel on p. 17).
However, few go on to conclude that falling
technology costs are going to translate into
cheaper power prices (see p. 18 panel).
4 Deutsche Bank Markets Research, 2015 Solar Outlook, 13 January 2015.

Future scenario
Falling technology
costs
give it a medium to
high/very high
probability score.
85%
attach a low
probability score
to this scenario.
15%
Falling technology costs
will make new sources of
power generation plentiful
85 per cent predict falling technology
costs will mean that new sources of power
generation become widespread and
accessible. Indeed half (51%) of all survey
respondents say there is a high or very
high likelihood of this happening with a
further third (34%) rating it as a medium
probability. Only 15 per cent said there is
a low probability of such a scenario
becoming reality.
Scale used 0% = zero probability;
100% = maximum probability.
Low = 0–40%; Medium 40–60%;
High/very high 60–100%.

Future scenario
An era of cheaper
power prices
give it a medium to
high/very high
probability score.
41%
attach a low
probability score
to this scenario.
59%
Falling technology costs
will make power cheaper
for end customers
On balance, survey respondents rule out the
likelihood of falling technology costs and
breakthroughs heralding an era of cheap
electricity. A majority (59%) attach only a
low probability to this scenario and, of the
rest, only 15 per cent are bold enough to
give it a high probability. Across the regions,
interestingly it is only respondents in the
Middle East and Africa who are inclined to
buck the trend, with a third giving it a high
rating, perhaps mindful of the possibilities
of the falling cost of standalone renewable
generation to bring power to rural areas.
Low = 0–40%; Medium 40–60%;

A different future world
The extent and pace of energy
transformation
The convergent effects of technological advances,
policy measures, the growth of distributed
generation, new forms of competition and changes
in customer behaviour are having a transformative
impact on power markets. We asked the survey
participants about the extent and pace of energy
transformation in their main home markets.
Some expect it to intensify in the next five years
but most anticipate transformation will take real
hold in the 2020s.
Only 14 per cent expect that their main home
market will be more than ‘50% transformed’ by
2020. But by 2030, three-fifths (60%) anticipate
transformation of this magnitude. Indeed, over a
third (37%) expect transformation of the order of
70–100% by 2030 (figure 6). Expectations of ‘near
100%’ transformation are strongest in Europe,
where nearly half (48%) predict 70–100%
transformation by 2030.
Figure 6: Extent of energy transformation
What will be the extent of energy transformation in the ‘home market’ that your company serves?*
By 2020
12%
67%
15%
5%
* % of respondents.
By 2030
0%
19%
44%
37%
Less than 10% transformation 10 – 40% transformation 40 – 70% transformation 70 – 100% transformation
Extent of transformation
0% 100%
Extent of transformation
0% 100%

We report the average for each region in figure 7.
Clear regional differences emerge. The strongest
expectations of transformation are in Europe, North
America and South America where, on average,
survey respondents predict 60–70% transformation
by 2030. In the Asia Pacific and Middle East and
Africa regions, the average expectation is for
50–60% transformation by 2030.
Much of the ‘push’ to energy transformation is
coming from government policy. Regulatory
direction tops the list of factors that survey
participants perceive as having a major impact on
their market. But other factors are not far behind,
not least technological advances and the new
energy sources and distributed generation that
they make possible. And there are interesting
regional differences that suggest that, while
regulatory change and technological advances
may be ‘push factors’, customer behaviour is likely
to become a strong ‘pull factor’.
Figure 8: Drivers of energy transformation
Which of the following factors play a major role in energy transformation in
the ‘home market’ where your company operates?*
* Scale of 1–5 where 1 = no impact; 5 = very high impact.
Factor
Regulatory direction
New energy sources
Technological advances
The growth of distributed generation
New forms of competition
Changes in customer behaviour
Average
score
4.16
3.67
3.67
3.64
3.58
3.41
% rating high or
very high impact
75%
60%
55%
59%
52%
42%
By 2020 By 2030
Figure 7: Regional analysis: extent of energy transformation*
Global 20–30%
50–60%
North America
60–70%
Europe
Asia Pacific 30–40%
* Extent of energy transformation in 10% bands on a scale of 0–100 where 0 = no transformation;
100 = 100% transformation. Results reported are the average responses from all survey
respondents globally and in each region.
South America
Middle East
& Africa
20–30%
20–30%
20–30%
60–70%
50–60%
30–40%
60–70%
50–60%
While regulatory change and
technological advances may
be ‘push factors’, customer
behaviour is likely to become
a strong ‘pull factor’.

A different future worldAll regions except the Americas report that
regulation is the factor having the biggest impact.
In South America, new energy sources are seen as
most important. But in North America, it is changes
in customer behaviour that are cited by most
respondents as driving energy transformation.
The contrast can be seen by comparing Europe and
North America (figure 9). In Europe, 87 per cent
say regulatory change is having a high or very high
impact compared to just 43 per cent saying the same
about customer behaviour. But in North America it
is the reverse – more (71%) point to customer
behaviour as the factor having a high or very high
impact than choose regulatory direction (57%).
The impact of energy transformation is being felt
in all parts of the value chain, particularly in
generation and services that interact with customer
energy usage. Both these areas are expected to be
the ones most affected by energy transformation in
the near future. Forty per cent of survey participants
expect energy transformation to have a high or very
high impact on services, 36 per cent on generation
and a quarter (26%) on distribution and retail by
2020. Looking further ahead to 2030, the consensus
is that energy transformation will have a major
impact on most parts of the value chain. Eighty four
per cent predict a high or very high impact on
services, 75 per cent expect a similar impact on
distribution, 68 per cent on generation, and
64 per cent on retailing. And transmission is not
immune, with a quarter forecasting it too will be
affected in a major way.
North America Europe
Figure 9: Energy transformation – regulatory push versus customer pull*
Changes in
customer
behaviour
Regulatory
direction
* % saying it is having a high or very high impact.
71%
43%
57%
87%
By 2020 By 2030
Figure 10: Impact of energy transformation on different parts of the
power and utilities’ value chain by 2030
% of respondents forecasting a high or very high impact*
Services
(e.g. meter reading,
data aggregation)
40%
84%
Distribution 26%
75%
Generation 36%
68%
Retail 26%
64%
* Rated on a scale of 1-5 where 1 = no impact; 5 = very high impact. Scores 4/5 reported.
Transmission 11%
25%

The rise of distributed
generation
Distributed energy is a key focus both for incumbent
power utility companies and for new entrants.
It’s a big market space, worth tens of billions.
It covers a wide spectrum of opportunities, from
energy controls and demand management activities
that save energy, to local generation, both small-
scale and larger-scale, embedded in own use or
local networks, through to distributed storage that
can shift loads or, ultimately, end grid dependency.
It is clear that distributed generation is a key
transformative element but how far does the sector
expect it to take over from centralised generation?
We presented four different energy transformation
visions as part of the survey interviews. We report
the global results in figure 11. The visions are not
all mutually exclusive so rather than select one
vision alone, respondents were invited to score all
the scenarios, according to how well they matched
their own vision.
Three quarters (73%) envisage a mix of centralised
and distributed generation but there is also
significant support (45%) for centralised generation
and transmission continuing to be the main
response to demand. But an equal proportion
(45%) of all survey respondents see local energy
systems and distributed generation being the main
response in areas that are not yet served by or that
are currently underserved by the grid. A quarter
envisage a more radical future, saying they expect
distributed generation to take over from centralised
generation.
The ‘energy transformation visions’ vary
considerably between different parts of the world.
The lead scenario for survey participants in Europe,
North America and South America is for distributed
generation to be playing a role alongside centralised
generation, with 87 per cent, 79 per cent and
83 per cent respectively expecting this to be the
case.
In contrast, in the Asia Pacific and Middle East and
Africa regions it is centralised generation and
transmission that is the lead expectation – 65 per
cent and 77 per cent respectively. In both of these
regions, though, the mixed scenario of distributed
generation being developed alongside centralised
generation also won support – with more than half
of respondents (59 per cent in Asia Pacific and
54 per cent in the Middle East and Africa) scoring
it highly.
In all regions (except the Asia Pacific region,
where it is just over a third) around half of survey
respondents expect local energy systems and
distributed generation to be the main power
provision in areas that are not yet served well or not
served at all by the grid. The radical scenario of
centralised generation largely being replaced by
distributed generation won support from a sizeable
minority of respondents in North America (29%),
Europe (48%) and the Middle East and Africa
(23%) but had no support from Asia Pacific and
South American respondents.
45%
73%
Figure 11: Which of the following energy market transformation visions
most closely matches your expectation for your ‘home market’ by 2030?
% reporting close or very close match to their expectation*
* Scale of 1-5 where 1 = no match; 5 = very close match. 4/5 scores reported.
A mixture of large-scale centralised generation and
distributed generation will be developed to meet
demand and/or replace retired generation assets
Large-scale centralised generation and transmission
will be developed to meet demand
Areas not yet served by the grid or with underdeveloped
centralised generation will instead be served by
local energy systems/distributed generation, with
customers playing a key role
Centralised generation will be largely replaced by
distributed generation
45%
25%

A different future worldIn some territories, distributed generation is
already taking a large chunk out of the market for
centralised generation, undermining the classic
power utility business model and adding complexity
into the task of balancing supply and demand.
In many parts of Germany, for example, it is not
uncommon for more than 80 per cent of the local
demand to come from distributed generation, much
of it in the form of rooftop solar and landowner
wind projects.
The economics of centralised generation are being
hit hard. This is a trend that is most advanced in
Germany, spurred on by strong policy
encouragement for renewables, but it is also
becoming strongly evident elsewhere. In California,
for example, a study by the California ISO predicts
that by 2020 as much as 60% of the energy
production in times of low load and high renewable
generation would come from renewable generators
that displace conventional generation.5
Some of this distributed generation is owned by
power utility companies and many companies are
making moves to build a greater presence in
distributed generation. But much of it is not,
removing a significant slice of the market from
power companies. We asked survey participants
what share of total generation they expect to come
from distributed sources by 2020 and by 2030
(figure 12). On average, a 10–20% share is
expected by 2020, rising to 20–30% by 2030.
But a significant minority think the distributed
generation share could be higher.
Over a fifth (22%) anticipate a ‘30% plus’ share for
distributed sources by 2030. Much of this is due to
sentiment in Europe and North America where
39 per cent and 29 per cent of respondents
anticipate ‘30% plus’ shares. Any business that
faced such a large slice of their market being
jeopardised would move quickly to change course.
Many power utility companies in both these regions
are doing exactly that, increasingly switching their
business model focus away from centralised
generation and onto distributed energy and other
new parts of the energy value chain, as we discuss
in the next section.
By 2020 By 2030
Figure 12: What share of electricity demand do you expect to be served
by distributed generation in your ‘home market’?
0–10% 67%
12%
10–20% 18%
47%
20–30% 7%
19%
30–40% 4%
4%
12%
More than 40%
10%
5 What the duck curve tells us about managing a green grid, California Independent System Operator.
The economics of centralised
generation are being hit hard
in some markets.

Future scenario
A shrinking role
for power utility
companies
give it a medium
or high probability
score.
47%
attach a low
probability score
to this scenario.
53%
Distributed generation
could shrink the role of
some power utility
companies to providers
of back-up power
The sector is alert to the danger of such
a scenario unfolding but most (53%) rule
it out, giving it a low probability score.
But this leaves nearly half (47%) giving
it either a medium (19% of all survey
participants) or high (27%) probability
rating. Across the regions, European
respondents are most likely to believe this
scenario could become a reality – 43 per
cent rate it as a high probability compared
to 27 per cent of global respondents.
Low = 0–40%; Medium 40–60%;

A different future worldThe impact of other
technologies
Market erosion is not just coming from the rise
of distributed generation. Energy-efficient
technologies are having a major impact on the
power requirements of a wide range of end-user
applications, from heavy industrial processes
through to the home. Indeed, more so than any
other technological development, energy-efficient
technologies are singled out by survey respondents
as having the biggest impact on their home power
markets between now and 2030 (figure 13).
Nearly three-quarters (71%) expect such
technologies to have a major impact.
The drive to encourage greater energy efficiency
is being backed by significant regulatory
encouragement in the US, China, Europe and in
many other parts of the world. And there is also
considerable scope for greater efficiencies in the
power sector. It is estimated, for example, that
global transmission and distribution losses in 2012
amounted to 1,880 terawatt-hours, equivalent to
8.8 per cent of total generation (or the annual
output of about 250 one-gigawatt nuclear power
plants).6
In thermal generation, the average
efficiency of gas- and coal-fired plants across the
world is approximately 41 per cent for gas and
34 per cent for coal, but new advanced technology
is capable of achieving 60 per cent for gas and
nearly 50 per cent efficiency for coal.7
Renewable generation from solar and wind are also
ranked high in their impact on power markets in
the next fifteen years and around half of survey
respondents also anticipate technological progress
in energy storage, both large-scale and smaller-
scale, to have a major impact. Breakthroughs in the
storage of electricity could provide a real tipping
point. It would boost the viability of large-scale
renewable energy in national power systems.
Being able to store electricity economically would
also further reduce reliance on the central grid and
alter the economics of self-generation and local
energy systems.
Peaks and troughs in intermittent renewable
generation could be smoothed by storage.
Instead of viewing the connection with the grid
as the power supply to the premises, owners
of distributed generation would begin to see it
primarily as a connection for trading electricity,
depending on the size of their installed capacity.
The impact of some other technologies, such as
nuclear generation and shale gas production, will
vary from territory to territory and this geographic
variability makes it not surprising that they are only
rated as likely to have a major impact by 26 per cent
and 19 per cent of all survey respondents.
6 International Energy Agency, World Energy Outlook 2014.
7 World Energy Council, World Energy Perspective: Energy Efficiency Technologies, 2013.
Energy-efficient
technologies
71%
Solar generation 60%
Onshore wind
generation
52%
Technologies for
large-scale renewable
energy storage
47%
Battery technologies
for smaller-scale storage
44%
Advanced power
electronics controls
(FACTS, protective relays etc.)
32%
Nuclear generation 26%
Shale gas production 19%
Offshore wind generation 18%
* Rated from 1–10, 1 = no impact, 10 = very high impact, Scores 7–10 reported.
Figure 13: Which of the following technologies do you expect to have
the biggest impact on your ‘home market’ by 2030?
% reporting high or very high impact*

Disruption and market change
The pace of change is clearly different in each
market and each specific situation. But it is clear
from the survey responses that a degree of
disruption is anticipated, if not already taking a
strong hold, in most markets worldwide. We asked
how disrupted markets are now and about
expectations for the extent of near-term disruption
in the period to 2020 (figure 14).
Over half (55%) report that their market is
experiencing a medium degree of disruption now,
with a further 16 per cent reporting a high level of
disruption. Only a minority (less than one in three)
say their market is relatively undisrupted now and
hardly any expect that situation to continue to be
the case in the next five years. Looking ahead to
2020, nearly half (47%) expect a high or very high
amount of disruption with a further 51 per cent
anticipating medium levels of disruption.
In our ‘The Road Ahead’ report8
we looked at five
areas where disruption is taking hold and where it
will be important for companies to assess their
strategies: customer behaviour, competition,
the production service model (the infrastructure,
products and services provided by the sector),
distribution channels (how the sector reaches
and delivers to customers), and government and
regulation. For each one it is possible to identify
developments that are happening now and which,
if they accelerate or impact in combination,
could intensify disruption. We invited survey
participants to assess each area and we then
constructed a ‘market disruption index’ to compare
the different regions around the world.
Changing nature of disruption
The responses show very clearly why disruption is
likely to intensify between now and 2020. In 2015,
the principal disruption factor is government and
regulation, with over half (52%) of survey
respondents reporting a high or very high amount
of disruption arising from policy directives. By 2020
nearly two-thirds (64%) rate this as a high source
of disruption. But whereas only a small minority of
respondents attach much weight to other disruption
factors in 2015, many more expect all of these other
factors to have grown in significance by 2020.
Most notably, disruption arising from competition
is seen as a major force by only 22 per cent of
respondents in 2015 but by nearly half (48%) in
2020. There is also a big increase – from seven per
cent to 40 per cent – in the numbers expecting
disruption to arise from changes in the production
service model and an increase from four per cent to
34 per cent for distribution channels.
8 PwC, The Road Ahead: gaining momentum from energy transformation, 2014.
2015 2020
Figure 14: Market disruption
How disrupted is your market now and what are your expectations by 2020?*
Minor or no disruption 29%
3%
Medium disruption 55%
51%
High or very high disruption 16%
47%
* % of respondents reporting.
Rated on a scale of 1–10 where 1 = no disruption; 10 = very disrupted.
Minor or little disruption = 1–3. Medium disruption = 4–6. High or very high disruption = 7–10.
The proportion reporting
major disruption in their
market rises threefold
– up from 16% in 2015
to 47% in 2020.
3x

2015 By 2020
Figure 15: Disruption factors
% reporting high or very high level of change*
Changes in government
policy and regulation
52%
64%
Competition from existing
competitors and new
entrants to the market
22%
48%
Production service model
– centralised/concentrated or
decentralised/diverse energy
sources
7%
40%
Distribution channels
– innovative means of reaching
customers (online; digital etc.)
4%
34%
* Rate on a scale of 1–10 where 1 = no change; 10 = major change. Scores 7–10 reported.
Customer behaviour – active
customer participation in self-
generation and procurement 22%
4%
Perhaps the only surprise is the relatively low
number of respondents rating customer behaviour
as a highly disruptive factor – moving from four per
cent of respondents in 2015 to 22 per cent in 2020.
In part this may be because customer behaviour, as
defined for this part of the survey, was linked quite
specifically to self-generation. Nonetheless, a rise
from four to 22 per cent is significant and, as we
discussed earlier, customer behaviour in general
is seen as a relatively strong driver for energy
transformation, particularly in North America and
Europe (see figure 9).
Disruption is coming from five key
areas – customer behaviour,
competition, the production service
model, distribution channels, and
government policies.
The intensity of all five
disruption factors is
expected to increase
significantly in the next
five years.

Market disruption index
Translating these results into a market disruption
index which measures the ratings for this basket of
five disruption factors (figure 16), we can see that
disruption is most strongly felt in Europe currently
and least felt in South America. On a global level,
the market disruption index rises by 42 per cent
between 2015 and 2020. Europe remains the most
disrupted region in 2020 but, because it is already
experiencing a relatively high degree of disruption,
the 2015–2020 rise is one of the smallest. Survey
participants in North America anticipate the biggest
market disruption index increase, up 64 per cent
from 3.9 to 6.3, to take the region to disruption
levels comparable with Europe by 2020. All regions
record significant increases in the market disruption
index. North America moves above the Asia Pacific
region to second place in the ranking by 2020.
South America is the region expecting the least
disruption in both 2015 and 2020.
Market change
Market change is going hand in hand with energy
transformation. ‘Business as usual’ with the
maintenance of a classic centralised ‘command and
control’ energy system may continue to be an option
for some countries, although we expect to see an
increased focus on technology and innovation as
this model develops. But already over the last two
decades or so, many countries have moved away
from this ‘classic model’ and, through a combination
of regulator-led and market-led innovation, have
created markets characterised by different
ownership structures with varying degrees of
market liberalisation, customer choice and
technology adoption.
Figure 16: The Power & Utilities Market Disruption Index
Rate the extent of disruption now and in five years’ time
The index comprises the mean scores recorded for a basket of five disruption factors (policy & regulation; technology change; production service model;
distribution channels; customer behaviour; and competition. Each disruption factor is given an equal weighting.
Rated on a scale of 1–10 where 1 = no disruption; 10 = very disrupted.
Asia Pacific
Index score
4.1
5.5
2015
2020
Europe
Index score
5.0
6.7
2015
2020
North America
Index score
3.9
6.3
2015
2020
South America
Index score
3.4
4.9
2015
2020
Global
Index score
4.2
6.0
2015
2020
+33%
+33%
Middle East & Africa
Index score
3.7
5.5
2015
2020
+50%
+64%
+44%
+42%
say current market models
won’t be sustainable
and the need for change
is becoming urgent.
70%

Tata Power is India’s largest integrated power company and also has a
significant international presence. Anil Sardana, Managing Director
and CEO, discussed the implications of energy transformation with
PwC India Energy, Utilities and Mining Leader Kameswara Rao.
Rao: How does Tata Power view transformation in the Power & Utilities sector, and
how is it responding to it?
Sardana: We view energy transformation not as a threat, but as an opportunity to work
with new technologies and business models to deliver better performance for the
consumers. Tata Power is investing in fuel cell technology and several other decentralised
distributed generation options including off-grid storage options, which can be very
economical if used to replace expensive diesel-based generating sets used for back-up
power in cities. In rural areas, we are training communities to deploy biomass-based
generation. Much of the biomass comes from plantations that we have seeded alongside
our projects, most significantly at our hydropower locations, with the rest coming from
local bio-wastes.
For our commercial consumers, such as hotels, we have installed thermal storage systems
that use non-peak energy to deliver air-conditioning in daytime, which happens to be peak
hours from a consumption point of view. We are also collaborating with a US university to
generate hydrogen gas using off-peak power. Given all this, we see ourselves not on the
receiving end, but as actively driving fundamental transformation in the power and
utilities sector. The outlook has to be towards decentralised distributed generation (DDG)
options and alternative technologies which are more sustainable from environment and
economic viewpoints.
Rao: How does Tata Power respond to climate change imperatives and the emergence
of renewable energy?
Sardana: The policy evolution has been positive, as seen in the government’s emphasis on
renewable energy and coal cess (tax) going up four times since its inception. Tata Power
responds to these proactively and we reshape our strategy based on government policy
and market trends. For instance, we use a dummy carbon tax in our coal project internal
assessments. So, while there is an automatic and positive bias towards renewables, a good
coal project with the right economics stands an equal chance and would also be
considered.
As a country we can do a lot more and must not shy away from the debate on keeping the
future benign from the climate change and environment points of view. Energy policy
must give clearer signals for use of clean coal technologies. Regulators should permit
the procuring utilities to offer some price advantage or weightage for use of washed or
low-ash coal. Or at least provide a clear road map so that project sponsors can plan new
projects on that basis.
Rao: How are the pressures of retail market competition and rising customer
expectations driving Tata Power’s strategy?
Sardana: The emergence of retail competition and more active consumer groups have
definitely made traditional utilities rethink and we have invested heavily in improving
network access, quality of supply and customer response. The regulators can also help
by considering the customer impact more objectively, instead of adopting a legal or
contractual position. For example, consumers may gain from lower cost of power
purchased if a certain rearrangement of long-term power purchase agreements (PPAs)
is permitted. Or they can benefit from lower financing costs if utilities are allowed to
repackage their deferred revenue assets into long-term bonds. The policies and
regulations can be designed so that the beneficiary in all these is the end-consumer,
but it is achieved from real gains and not at the expense of the industry.
CEO perspective
Getting into the energy
transformation driving seat

A different future world Current change has so far, on the whole, been
incremental and stopped short of ‘transformative
change’, although many would see aspects of
current developments in Europe as transformative.
But we believe that, if the pace of innovation leads
to widespread adoption of distributed and smart
energy technologies, we are likely to see the
emergence of a number of new market models9
(see ‘The Road Ahead’ for a discussion of these10
).
Our view seems to be shared by survey participants.
Across all regions, 70 per cent expect significant or
very significant market model change by 2030
(figure 17). A further 22 per cent anticipate
medium change. Less than one in twelve think
there will be little or no change. The global figures
mask significant regional differences, with the
expectation of change most intense in Europe and
North America where 91 per cent and 86 per cent
predict major change. There is less consensus about
the extent of market change elsewhere although a
clear majority (59%) in the Asia Pacific region and
nearly half (46%) in the Middle East and Africa
share the viewpoint of their peers in Europe and
North America (figure 18).
9 By ‘market models’ we mean the way a market is structured and designed, whether it is regulator-led, market-led or a mixture of both, the extent of
competition, separation or integration of roles and the ‘policy goals’ that are promoted.
10 Op. cit.
Figure 17: Extent of market model change
How much change do you expect your current market model
will undergo by 2030?*
* Scale of 1–5 where 1 = no change; 5 = very significant change.
8%
Little or no change
22%
Medium change
70%
Significant or
very significant change
% of respondents reporting
70%
Global
Figure 18: Regional analysis: How much change do you expect your current market model will undergo by 2030?
% of respondents expecting significant or very significant market model change by 2030*
* Scale of 1-5 where 1 = no change; 5 = very significant change. Scores 4 & 5 reported.
33%
South America
86%
North America
91%
Europe
59%
Asia Pacific
46%

say there is a strong likelihood of a
major expansion of renewable energy.
Much of this may be smaller-scale
distributed power sources but it is
also likely to be in the form of
large-scale renewables, in addition
to existing thermal plants, linked to
an expanded transmission network.
Market operation becomes more
complex for both transmission and
distribution operators, given the
increased volume of distributed and
renewable generation and the
continued operation of large-scale
renewable and thermal generation.
Market model change
70%
Figure 19: The future for current market models
% of respondents
Current market models won’t
be sustainable and the need
for change is becoming urgent
Current market
models will serve us
well into the future
Current market models are
already broken and the need
for change is already urgent
Current market models
will survive but come
under increasing strain
Current market models
won’t be sustainable but
change will be gradual
Rated on a scale of 1–5, where 1 = fully disagree; 2 = partially disagree; 3 = neither agree nor disagree; 4 = partially agree; 5 = fully agree.
AgreeDisagree Neutral
18%64% 18%
32% 32%37%
29% 44%27%
12% 68%19%
16% 70%14%
So what’s the future for current market models?
We presented a series of scenarios to survey
participants and asked them to assess each one
(figure 19). Less than one in five believe ‘current
market models will serve us well into the future’.
Instead, a majority of respondents (70%) in the
global survey believe that current market models
are not sustainable. Opinion was undecided
between whether change can be gradual or
whether ‘the need for change is becoming urgent’.
Both scenarios received similar levels of agreement
and this was a pattern across all regions.

Global
44%
Figure 20: Current market models are already broken and the need for change is already urgent
% of respondents scoring 4/5*
* Rated on a scale of 1–5, where 1 = fully disagree; 2 = partially disagree; 3 = neither agree nor disagree; 4 = partially agree; 5 = fully agree.
57%
North America
50%
South America
46%
39%
Europe
35%
Asia Pacific
But a significant minority (44%) also agreed with
the more far-reaching statement – ‘current market
models are already broken and the need for
change is already urgent’ (figure 20). Agreement
with this more urgent description of power sector
market models was highest in North America, with
57 per cent agreeing, and lowest in the Asia Pacific
region, where just over a third (35%) agreed.
Agreement from those in Europe was also relatively
low, perhaps an indication that some of the
difficulties with market models are already
beginning to be worked through.
say there is a strong likelihood of local
energy systems evolving. Local energy
system markets would entail significant
fragmentation of the existing transmission
and distribution grids with local communities
having greater control over their energy
supply. They would also include markets in
which a local approach is adopted for
serving remote communities.
Market model change
55%

Figure 21: Power utility companies face significant competitive threat from outside the sector
% of respondents reporting medium to high-level future competitive threat*
* Rated on a scale of 1–5 where 1 = low; 5 = high. Scores 3, 4 & 5 reported.
Companies from
IT/telecoms sector
71%
Companies with a power
engineering/technology focus
75%
Online technology companies
with powerful brands
56%
Retailers with
powerful brands
66%
More open and competitive markets
Energy transformation is opening up the
opportunity to compete in the power sector.
New roles for companies come into view. In a
distributed energy community with its own
micro-grid, players other than power utilities
can play an energy management role. This could
be for local systems such as transport networks,
residential communities or industrial
communities. There is potential for the bulk of
the value in this space to be captured by data
and technology-oriented players rather than
traditional utility companies.
Smart grids, micro-grids, local generation and
local storage all create opportunities to engage
customers in new ways. Increasingly, we are
seeing interest in the power sector from
companies in the online, digital and data
management world who are looking at media
and entertainment, home automation, energy
saving and data aggregation opportunities.
In a grid-connected but distributed power
system there are roles for intermediaries who
can match supply and demand rather than
meet demand itself.
The expectation is that the main distribution
channel will be online and the energy retailing
prize will hinge on innovative digital platforms to
secure the energy automation, own generation
and energy-efficiency customer space. A risk for
energy companies is that their distribution channel
to end customers becomes disintermediated in
ways that are not dissimilar to what has happened
to incumbent publishers and booksellers with the
advent of Amazon.
This outlook for a more open and competitive
power market is shared by many of the survey
participants. Nearly four-fifths (78%) anticipate
greater competition and competition from
outside the sector is being taken very seriously.
Three-quarters see a medium to high-level
competitive threat coming from companies with
a technology or engineering focus and nearly
as many (71%) from companies from the
IT/telecoms sector. Powerful brands from the
retailing or online sectors are also seen as a
threat (figure 21).
anticipate the growth of the transmission
grid to boost cross-border connections
and to develop regional supergrids.
This regional supergrid market scenario
is designed to utilise large-scale renewable
and other large-scale generation and
transmit it pan-nationally over long
distances. It is likely to embrace some
degree of unbundling and customer
choice. It requires large-scale generation,
interconnectors, large-scale storage and
significant levels of transmission capacity.
Market model change
52%

Greater competition
Major expansion of renewable energy
Shift to distributed generation
Growth and development of transmission grid
(e.g. regional supergrid; interconnection
between countries)
Increase in customer choice
Fragmentation and localisation of market
with move to many different participants
(e.g. self-generators; local energy system providers;
aggregators and ‘virtual utilities’)
78%
70%
58%
52%
44%
55%
* Rated on a scale of 1–5 where 1 = no likelihood; 5 = high likelihood. Scores 4 & 5 reported.
Figure 22: What kind of market model change do you expect to see in your country by 2030?
% of respondents rating high or very high likelihood*
anticipate a major
expansion of renewable
energy and 58% expect
a shift to distributed
energy in their markets
by 2030.
70%
More than half (55%) expect to see a more
fragmented and localised market characterised by
many different participants (figure 22). But the
move to more localised grids is only one part of the
global story. In parallel, many also anticipate an
expansion of transmission networks to
accommodate new large-scale power generation,
some of it renewable, and to improve
interconnections between countries.
Better interconnection is being encouraged by
policymakers in many parts of the world. In Africa,
for example, regional power generation and
interconnection projects have the potential to play a
significant role in delivering increased access to
electricity. They also reduce the price of electricity
because they allow the development of more larger
generation plants which, particularly in the case of
large-scale hydro, produce lower-cost power.

Empresa Distribuidora y Comercializadora Norte S.A. (Edenor) is the
largest electricity distribution company in Argentina. Chairman of
Edenor, Ricardo Torres, outlines the importance of getting the balance
right between speed and caution as the sector transforms.
I have no doubt that our sector faces some of the biggest challenges in its history. They
come from the role of new players who, through technology, are breaking into what,
for many years, had been a relatively passive and unchallenged relationship between
regulatory bodies and companies. There’s also the challenges from the fast expansion of
the customer base in emerging countries with different socio-economic realities; and from
increasing social awareness of the effect of new environmentally-friendly technologies
and, especially in developed countries, acceptance of ‘greener’ and less economic criteria
when it comes to consumption.
I am sure that most sector participants – companies, regulatory bodies, customers, and
suppliers – see the expected changes as ‘very significant’. I also think that we would agree
that such significant changes are inevitable. So a question arises: why is it that an industry
which has incorporated technology so well into work team management, equipment,
commercial operations and customer relations now appears hesitant in confronting key
decisions in relation to the energy transformation and digital options that lie ahead?
The changes are of great magnitude and are coming from different places at a speed
which is hard to predict. This is difficult for a sector which has not been accustomed to
react quickly to changes and has a business model that has been unchallenged for many
years. But, given the consequences of hasty decisions in an industry with millions of
participants, huge capital requirements and high state regulation, a prudent and cautious
approach is justified given the uncertainties involved. I suggest an alternative where
companies outline their points of view, regulatory bodies and governments can then
explain the long-term and short-term consequences, and the society can agree decisions
and timing that guarantee the lowest social sacrifice while encouraging innovation and
expansion of benefits.
In Argentina, after a decade marked by dramatic geographic expansion and growth in
consumption, we are facing the probability of a change in the paradigm of the sector.
Since the 2001 crisis the sector has been working in ‘emergency mode’, with the roles of
the state, the companies and regulatory bodies undergoing deep changes. We are in the
process of a new government which will have to decide whether to continue with the
current plan or to define a new one. In any case, it’s an opportunity to incorporate some of
the experiences of more advanced markets in areas such as technologies related to work
organisation and control of assets, as well as those of demand management, smart meters,
telesupervision and remote networks, and the whole concept of a smart grid future.
Countries such as Argentina need to prioritise issues such as network expansion, universal
access to the service, and the protection of those whose social situation could prevent
access to services, while also having the signals necessary to encourage saving and
innovation. Many of the risks and uncertainties I mentioned earlier will be played out in
more mature markets, and markets like ours can incorporate that experience in the near
future.
CEO perspective
Momentous transformation
justifies caution

Future business models
Given the scale and extent of energy transformation
and market change, what’s the future for the
current power utility business model? It’s clear that
it will be heavily determined by the future direction
of each country’s market and regulatory situation.
And it’s unlikely that there will be a single winning
business model but rather a range of business
models that will deliver success in the new,
different and evolving market environments.
This location-specific shaping of business models
is reflected in the wide variety of answers we got
from different regions of the world on the outlook
for existing power sector business models.
In North America, only seven per cent of survey
participants feel that current business models will
‘serve us well into the future’ but nearly half (47%)
of those in the Asia Pacific region think that current
business models will remain durable. However,
globally, only a quarter (26%) agreed with this
optimistic outlook, with just over half (52%)
disagreeing (figure 23). In part, these different
regional outlooks reflect the different patterns of
state ownership and market opening of the sector
across the world, with developing countries, in
particular, having a higher number of state-owned
utilities and less necessity to consider business
model change.
The largest number of responses were in agreement
with the view that current business models ‘won’t
be sustainable but change will be gradual’. Nearly
three-quarters (71%) agreed with this viewpoint,
although many (66%) were also inclined to the view
that ‘change is becoming urgent’. These responses
were broadly similar across all regions.
Figure 23: The future for current power sector company business models
% of respondents
Current power sector company
business models are already
broken and the need for
change is already urgent
26%52% 22%
Current power sector
company business models
will serve us well into
the future
won’t be sustainable but
change will be gradual
will survive but come under
increasing strain
Current power sector company
business models won’t be
sustainable and the need for
change is becoming urgent
Rated on a scale of 1–5, where 1 = fully disagree; 2 = partially disagree; 3 = neither agree nor disagree; 4 = partially agree; 5 = fully agree.
AgreeDisagree Neutral
22% 55%23%
10% 71%19%
16% 66%18%
33% 29%38%

The area where there were significant regional
differences was whether current business models
might survive or, at the opposite extreme, whether
they were already broken (figures 24 and 25). None
of the respondents in South America, for example,
agreed with this pessimistic view of current business
models whereas it did win support from 43 per cent
of North American and 35 per cent of European
survey participants. These results indicate that,
while there is a significant global consensus that
current power sector business models are not
sustainable, there is less unanimity about the
urgency of change and, indeed, there remains
significant support in some parts for the view that
current business models may still remain viable.
Whether this is the case or not will depend on the
regulatory and market models in place to support
the continuing viability of current business models.
But perhaps significant is the finding that, while
only 29 per cent in the global survey feel that
current business models are ‘already broken and the
need for change is already urgent’, 44 per cent
agreed with a similar statement about the
inadequacy of current market models. It’s an
indication of the extent to which the forces of
energy transformation are exerting urgent pressure
on market models. Perhaps it is only the delay of
some market frameworks to react and reform that is
extending the sustainability of current business
models.
7% 26%22%23%33%47%
Figure 24: Current power sector company business models will serve us well into the future
* Rated on a scale of 1–5, where 1 = fully disagree; 2 = partially disagree; 3 = neither agree nor disagree; 4 = partially agree; 5 = fully agree. Scores 4/5 reported.
Asia Pacific South America Middle East & Africa Europe North America Global
Figure 25: Current power sector company business models are already broken and the need for change is already urgent
* Rated on a scale of 1–5, where 1 = fully disagree; 2 = partially disagree; 3 = neither agree nor disagree; 4 = partially agree; 5 = fully agree. Scores 4/5 reported.
North America Europe Middle East & Africa Asia Pacific South America Global
0%18%31%35%43% 29%

Future scenario
The end of the
traditional power
sector business
model
give it a medium
or high probability
score.
66%
attach a low
probability score
to this scenario.
34%
In the coming decades, we
could see the end of the
current traditional energy
sector business models in some
markets because of the rise of
The consensus among a majority of our survey
population is that this is probable, although
this is not shared by those in all regions.
Exactly two-thirds (66%) say it is a medium
to high probability, with most (40%) rating it
as a high probability. However, a third (34%)
are less sure, giving it a low probability score.
There is a big difference across the regions.
In North America and Europe, 71 per cent
and 52 per cent respectively rate it a high
probability versus only 12 per cent in the Asia
Pacific region, 38 per cent in the Middle East
and Africa and none in South America.
Low = 0–40%; Medium 40–60%;

Although there are clear regional differences in
the outlook for the sustainability of current
power sector business models, hardly anyone in
the sector expects them to remain unchanged in
the coming period. Only three per cent said there
will be little or no transformation (figure 26).
No-one in North America, Europe or the Middle
East and Africa expects the status quo to prevail.
Instead, nearly three-quarters (73%) were of the
view that there will be major or very major
transformation and there is a sizeable majority
in agreement across all the regions, from the
Middle East and Africa at 62 per cent to Europe
at 78 per cent (figure 27).
3%
Figure 26: Extent of business model transformation
How do you anticipate your company’s current business model to be
transformed by 2030?*
* Scale of 1–5 where 1 = no transformation; 5 = very major transformation.
Little or no
transformation
25%
Medium
transformation
73%
Major or very major
transformation
% of respondents reporting
Figure 27: Regional analysis: extent of business model transformation
How do you anticipate your company’s current business model to be
transformed by 2030?
Europe 78%
Asia Pacific 76%
North America 71%
South America 67%
* Scale of 1–5 where 1 = no transformation: 5 = very major transformation. Scores 4 & 5 reported.
Middle East & Africa 62%
Global 73%
% of respondents reporting major or very major transformation
anticipate major
transformation of their
company business model
by 2030.
73%

Impact on the value chain
We asked survey participants what parts of the
value chain business model transformation would
impact most and on what timescale. The near-term
impact, between now and 2020, is expected to be
confined to specific parts of the value chain and is
most intense in North America and Europe.
But all regions anticipate that business model
transformation will have a high impact across all
parts of the value chain, with the exception of
transmission, by 2030 (figure 28).
In North America, half (50%) said that they expect
business model transformation to have a major
impact on energy retailing by 2020 (compared to
36 per cent in the global sample) and nearly a third
(29%) expect a similar big impact on distribution
(compared to 18 per cent of the global sample).
The near-term view of many European survey
participants was also generally ahead of that in
other regions. Nearly a third (30%) expect a high
impact on generation (global – 19%), 35 per cent
on retail (global – 36%) and 43 per cent on
services such as meter reading and data
aggregation (global – 40%).
It’s not surprising that the impact is felt earliest and
is most widespread in North America and Europe,
as these are relatively open markets where
competition and customer choice can have a greater
impact. They are also places where policy directives
have provided a significant impetus for energy
transformation. But all regions expect business
model transformation to be having a high and
far-reaching impact by 2030.
One of the biggest impacts is expected in the
‘services’ area, where a wave of energy control
and management, data handling and ‘behind the
meter’ services to customers are expected to take
hold. Four-fifths of respondents (81%) foresee a
big business model transformation impact on
services and high impacts are also expected in
distribution (78%), retail (73%) and generation
(67%).
Only a quarter (26%) anticipate that transmission
will be heavily impacted. If local energy systems
take hold, the role of the transmission network
might be greatly reduced, with the potential for
significant overcapacity in transmission. On the
other hand, markets that develop along regional
supergrid lines, taking a regional approach to
renewable energy sources and other large-scale
power generation, will require significant new
levels of transmission capacity.
By 2020 By 2030
Figure 28: Impact of business model transformation on different parts of
the power and utilities’ value chain by 2030
% of respondents forecasting a high or very high impact*
Services
(e.g. meter reading,
data aggregation)
40%
81%
Distribution 18%
78%
Retail 36%
73%
Generation 19%
67%
* Rated on a scale of 1–5 where 1 = no impact; 5 = very high impact. Scores 4/5 reported.
Transmission 7%
26%
foresee a big business
model transformation
impact on services and high
impacts are also expected
in distribution (78%),
retail (73%) and
generation (67%).
81%

Enel Green Power has an installed capacity of approximately
9,600 MW from a mix of sources including wind, solar, hydroelectric,
geothermal and biomass in Europe, the Americas and Africa.
Francesco Venturini, Chief Executive Officer and General Manager
of Enel Green Power, explains why the long-term impact of
transformation needs to be matched with a long-term view from
policymakers.
Market transformation is already happening today! Looking back at the past ten years,
global investments in clean energies have increased five-fold to US$310bn, compared to
2004 levels. Compared to the early 2000s, worldwide renewable installed capacity more
than doubled, reaching almost 1,800 GW in 2014. In 2014, for the first time, new
photovoltaic (PV) installations almost equalled wind additional capacity and approximately
two-thirds of additional PV capacity is estimated to be distributed generation.
These are just a few of the impressive numbers that are representative of the scale and pace
of change that is affecting the electricity sector at a global level. However, renewables
are not the only element of disruption in energy markets. Climate and environmental
legislation, liberalisation policies, technology breakthroughs and international and
regional prices of primary feedstocks are all components of the energy equation whose
outcome is getting more and more difficult to predict and fully understand.
The challenges that energy markets have to face are very diverse, depending on the
economic and market context of each area and region. The EU market is an emblematic
case of the failure of the current energy paradigm and of the desperate need for a new
market model. Indeed, a stable and forward-looking regulatory framework is crucial in a
sector that is setting long-term climate and renewable targets and whose operators have
to invest their capital in assets that will last for 20–30 years or even more.
However, the current market configuration in Europe does not provide long-term price
signals. Market participants only have at their disposal price information up to two to
three years ahead. Due to this mismatch, in different parts of Europe, market operators
are not able to take consistent decisions on present and future investment plans. This
situation is worrisome if we consider that the EU is moving towards an energy system
based on low-carbon technologies and energy-efficiency measures.
Most of the other regions and countries, such as Latin America, Africa and Asia, are
evolving in very different market contexts. Consequently their concerns and challenges
vary accordingly. In particular, most of these areas are in desperate need of further
energy resources to satisfy their increasing energy demand and sustain their economic
growth. Environmental concerns and the price volatility of primary energies are pushing
governments to rely more and more on renewable technologies as they are becoming
more competitive and their costs are reducing at a steady pace. Unfortunately, in the
least developed countries and sub-Saharan Africa, the current lack of infrastructure is
undermining efforts to achieve more rapid social and economic development and
ensuring access to energy is arguably one of the major challenges.
However, within these distressed areas, small and medium-sized communities, with the
support of some operators, are testing new potential business models. They’re setting up
pilot projects for the supply of energy in remote areas, using a diverse set of technologies
and innovative processes.
Opportunities are out there. Utilities have to continuously adapt to the ever-changing
context, look outside of their normal boundaries and comfort zone and challenge
themselves. It means changing their behaviour, way of thinking, accepting and taking
risks to manage uncertainty.
CEO perspective
The opportunities are there if we
have a forward-looking vision

New operational strategies
So, with business model change very much to the
fore for many survey participants, where are they
directing their transformation sights? We asked
them to rate the importance of key operational
strategies for their company now and what will be
important in 2030. The responses indicate the
scale of the big shifts that are planned (figure 29).
There is a big reduction in the importance of
thermal generation in favour of renewable
generation. The proportion expecting renewable
generation to be of high importance jumps from
38 per cent now to 77 per cent in 2030 while
fossil fuel generation drops from 73 per cent to
49 per cent.
There is a big step-up in activity in areas that are of
limited or only emerging importance to the sector
at the moment. The number saying involvement in
smart city, smart home and smart community
infrastructure will be of major importance rises
from 14 per cent now to 62 per cent in 2030.
Similar big increases are evident across a range
of areas:
• Local energy systems and infrastructure – up
from 11 per cent now versus 55 per cent in 2030;
• Electric vehicles and transportation – 11 per cent
now versus 51 per cent in 2030;
• Own distributed generation – 8 per cent now
versus 48 per cent in 2030;
• Support for customer or third-party distributed
generation – 5 per cent now versus 41 per cent
in 2030;
• Off-grid energy solutions – 3 per cent now versus
37 per cent in 2030.
2015 2030
Figure 29: Operational strategies – now and in the future
What operational strategies are most important to your company now and
what will be most important in 2030?*
Large-scale centralised
fossil fuel generation
73%
49%
Large-scale centralised
renewable generation
38%
77%
Own distributed
generation
8%
48%
Support for customer
or third-party
5%
41%
* Scale of 1–5 where 1 = not important; 5 = very important. Scores 4/5 reported.
Local energy systems
and infrastructure
11%
11%
55%
Electric vehicles
and transportation
51%
Smart city/smart home/
smart community
infrastructure
14%
62%
Off-grid energy
solutions
3%
37%
Many more expect
renewable than
centralised fossil-fuel
generation to be of major
importance in 2030.
77%
vs
49%

A different future worldNew capabilities
Moving successfully into these areas will require
the power utility of the future to develop a wider
set of capabilities. Traditionally, utility companies
have focused on energy generation, trading and
retailing. While these will continue to be a major
driver of value in the future, data services and a
broader services portfolio will become part of the
mainstream for utility companies and energy
services companies.
To survive and prosper, the ‘utility of the future’
will have to provide much more than reliable
energy supply – it must respond to a diverse range
of customer, business and community demands
and do so in a rapidly changing regulatory and
technological environment. The utility of the
future is unlikely to control the value chain but
will need to enable or facilitate customer energy
solutions – they will become ‘energy enablers’.
Some of the capabilities needed are highlighted
in figure 30. Judging from the range of strong
scores given to them, survey respondents already
recognise the importance of them for their future
business success. New focuses such as ‘behind
the meter innovation’ and digital customer
management are ranked in importance alongside
existing and continuing important power utility
capabilities such as asset management and
energy trading.
The high importance attached to pricing and
margin enhancement recognises that a greater
emphasis will need to be placed on obtaining a
higher margin from prices/revenues rather than
cost reduction to get higher earnings and profit
growth. Although they appear at the bottom of
the average ranking list, strong scores are
recorded for areas such as big data management
and data security, which are ‘business critical’
areas. When we delve behind the averages, hardly
any companies are saying these factors will be
any less than of medium to high importance for
them in the future.
It is one thing recognising the new data,
innovation and customer capabilities that will be
required, but making sure they are in place is
another thing. Many incumbents are likely to find
it difficult to develop a complete portfolio of
capabilities to meet customer needs. In such
circumstances, they may determine that market
opportunities (and market position preservation)
are best enhanced through an extension of
relationships with outside companies. These may
be companies that they already have a supply
chain relationship with or they might be entirely
new relationships. In such cases, a ‘partner of
partners’ business model approach may be
attractive. Becoming a ‘partner of partners’
recognises that the energy ecosystem is broad
but interconnected and complicated to navigate.
Customer positioning can be improved by
integrating ‘high-grade’ internal capabilities
with external skills and offers.
Figure 30: Future capabilities
How important will the following company strategies/capabilities be to
delivering future power sector business model success?*
* Scale of 1–5 where 1 = not important; 5 = very important.
Company strategies/capabilities
Pricing and margin enhancement
Asset management and optimised supply chain/field service
Behind-the-meter innovation
(e.g. user-friendly smart control and price optimisation systems for
homes and businesses)
Managing partnerships and alliances
Digital customer management
System operation data analytics
Customer data analytics
Innovation of grid, generation or other ‘core’
operational technologies
Energy trading and hedging
Data security and confidentiality
Product innovation
Managing ‘big data’ platforms
Average score
4.3
4.2
4.0
4.0
4.0
4.0
3.9
3.9
3.8
3.6
3.6
3.4
Strong scores were given to all the
capabilities we listed, recognising
the range of strategies that will be
needed to deliver future success.

Figure 31: Scenario outlook – ‘golden age’, ‘slow decline’ or ‘death spiral’
% of respondents rating high or very high likelihood
North America
Europe
Asia Pacific
South America
Global
61%
93%
65%
33%
46%
63%
“‘Golden age’ of utility reinvention/power utilities will enjoy significant success and growth”.
“‘Slow decline’: Flat and declining role for power utility companies and current central grid-based
energy systems.”
“‘Downward’ or even ‘death spiral’ from disintermediation, technology disruption and customer
behaviour/power utility companies and current energy systems will undergo a major decline.”
Respondents were asked to rate each scenario separately so totals do not sum to 100%.
Rated on a scale of 1–5 where 1 = no likelihood; 5 = very high likelihood. High/very high = 4/5.
26%
29%
6%
17%
23%
21%
Death spiralSlow decline
30%
36%
65%
50%
77%
49%
Golden age
The end game – golden age,
slow decline or death spiral?
Looking ahead, we think predictions of a ‘death
spiral’ for companies in the power and utilities
sector are overstated. But how optimistic are
incumbent companies about the future of the
sector? We presented a trio of future scenarios to
survey participants – an optimistic ‘golden age’
one in which power utilities flourish and grow,
a pessimistic ‘death spiral’ scenario in which the
sector declines rapidly, and a more middle-ground
scenario of flatter growth and a slow transition
away from the current central grid model.
Respondents were asked to rate each scenario
rather than choose between them. Opinion is
evidently undecided on exactly where
transformation and disruption is taking us:
• 89 per cent say there is a medium to high
probability of a ‘flat and declining role for power
utility companies and current central grid-based
energy systems’;
• But 70 per cent also attach a medium/high
probability to a ‘golden age’ of utility reinvention
in which power utilities enjoy significant success
and growth’;
• Yet 58 per cent don’t rule out a ‘downward’ or
even ‘death spiral’ from disintermediation,
technology disruption and customer behaviour,
with power utility companies and current energy
systems undergoing a major decline.’
As with many of the other survey results, there are
strong regional differences. In the North America
and Europe regions, where energy transformation
is exerting the strongest influence to date, survey
participants are far less likely to take an optimistic
stance (figure 31). On the other hand, they do not
tilt any more than others towards the pessimistic
scenario. Instead, a majority favour the middle-
ground scenario of a ‘flat and declining role for
power utility companies and current central
grid-based energy systems.’
say there is a medium to
high probability of a ‘flat
and declining role for
power utility companies
and current central
grid-based energy systems’.
89%

What is certain is that if companies in the power
sector don’t stay ahead of change, the challenges
they face will intensify. New market models and
new business models will become established as a
result of energy transformation and could quickly
eclipse current company strategies.
The importance of change is increasingly well
recognised throughout the power utilities sector
and companies are aware of the added capabilities
that will be needed. The challenge will be to make
timely moves to gain the most of the market
opportunity of ‘old energy’ systems and business
models while, at the same time, transitioning to
the new business models required as energy
transformation takes hold. In parallel, companies
will need to judge carefully what capabilities they
can successfully add themselves and what will
need to come from partnerships, joint ventures
or M&A strategies.
The challenge will be to make timely
moves to gain the most of the
market opportunity of ‘old energy’
systems and business models while,
at the same time, transitioning to
the new business models required as
energy transformation takes hold.

Europe
Austria
Michael Sponring
Telephone: +43 1 501 88 2935
Email: michael.sponring@at.pwc.com
Belgium
Koen Hens
Telephone: +32 2 710 7228
Email: koen.hens@be.pwc.com
Central and eastern Europe
Adam Osztovits
Telephone: +36 14619585
Email: adam.osztovits@hu.pwc.com
Denmark
Per Timmermann
Telephone: + 45 39 45 91 45
Email: per.timmermann@dk.pwc.com
Finland
Mauri Hätönen
Telephone: + 358 9 2280 1946
Email: mauri.hatonen@fi.pwc.com
France
Philippe Girault
Telephone: +33 1 5657 8897
Email: philippe.girault@fr.pwc.com
Germany
Norbert Schwieters
Telephone: +49 211 981 2153
Email: norbert.schwieters@de.pwc.com
Greece
Vangellis Markopoulos
Telephone: +30 210 6874035
Email:
vangellis.markopoulos@gr.pwc.com
Ireland
Ann O’Connell
Telephone: +353 1 792 8512
Email: ann.oconnell@ir.pwc.com
Israel
Eitan Glazer
Telephone: +972 3 7954 830
Email: eitan.glazer@il.pwc.com
Norbert Schwieters
Global Power & Utilities Leader
Telephone: +49 211 981 2153
Email: norbert.schwieters@de.pwc.com
Jeroen van Hoof
Global Power & Utilities Assurance Leader
Telephone: +31 88 792 14 07
Email: Jeroen.van.Hoof@nl.pwc.com
David Etheridge
Global Power & Utilities Advisory Leader
Telephone: +1 925 519 2605
Email: david.etheridge@us.pwc.com
Olesya Hatop
Global Power & Utilities Marketing
Telephone: +49 211 981 4602
Email: olesya.hatop@de.pwc.com
Global contacts Territory contacts
Asia-Pacific
Australia & East Cluster
Mark Coughlin
Telephone: +61 3 8603 0009
Email: mark.coughlin@au.pwc.com
China
Gavin Chui
Telephone: +86 10 6533 2188
Email: gavin.chui@cn.pwc.com
India
Kameswara Rao
Telephone: +91 40 4424 6688
Email: kameswara.rao@in.pwc.com
Indonesia
Sacha Winzenried
Telephone: +62 21 52890968
Email: sacha.winzenried@id.pwc.com
Japan
Yoichi Y Hazama
Telephone : +81 90 5428 7743
Email: yoichi.y.hazama@jp.pwc.com
Korea
Lee-Hoi Doh
Telephone: + 82 2 709 0246
Email: lee-hoi.doh@kr.pwc.com
Contacts

Italy
Giovanni Poggio
Telephone: +39 06 570252588
Email: giovanni.poggio@it.pwc.com
Netherlands
Jeroen van Hoof
Telephone: +31 88 792 1328
Email: jeroen.van.hoof@nl.pwc.com
Norway
Ståle Johansen
Telephone: +47 9526 0476
Email: staale.johansen@no.pwc.com
Poland
Piotr Luba
Telephone: +48227464679
Email: piotr.luba@pl.pwc.com
Portugal
Joao Ramos
Telephone: +351 213 599 296
Email: joao.ramos@pt.pwc.com
Russia
Tatiana Sirotinskaya
Telephone: +7 495 967 6318
Email: tatiana.sirotinskaya@ru.pwc.com
Spain
Manuel Martin Espada
Telephone: +34 686 491 120
Email: manuel.martin.espada@es.pwc.com
Sweden
Anna Elmfeldt
Telephone: +46 10 2124136
Email: anna.elmfeldt@se.pwc.com
Switzerland
Marc Schmidli
Telephone: +41 58 792 15 64
Email: marc.schmidli@ch.pwc.com
Turkey
Murat Colakoglu
Telephone: +90 212 326 64 34
Email: murat.colakoglu@tr.pwc.com
United Kingdom
Steven Jennings
Telephone: +44 20 7212 1449
Email: steven.m.jennings@uk.pwc.com
Middle East and Africa
Middle East
Jonty Palmer
Telephone: +971 269 46 800
Email: jonty.palmer@ae.pwc.com
Anglophone & Lusophone Africa
Angeli Hoekstra
Telephone: +27 11 797 4162
Email: angeli.hoekstra@za.pwc.com
Francophone Africa
Philippe Girault
Telephone: +33 1 5657 8897
Email: philippe.girault@fr.pwc.com
The Americas
Argentina/Latin America
Jorge Bacher
Telephone: +54 11 5811 6952
Email: jorge.c.bacher@ar.pwc.com
Brazil
Roberto Correa
Telephone: +55 31 3269 1525
Email: roberto.correa@br.pwc.com
Canada
Brian R. Poth
Telephone: +1 416 687 8522
Email: brian.r.poth@ca.pwc.com
United States
Michael A. Herman
Telephone: +1 312.298.4462
Email: michael.a.herman@us.pwc.com
Contacts
About the survey
The 14th PwC Global Power
& Utilities Survey is based on
research conducted between
January and March 2015 with
73 senior executives from power
and utility companies in countries
across Europe, the Americas,
Asia Pacific, Middle East and
Africa. The Europe region
includes Russia.
The majority of participants were
senior vice-presidents, senior
general managers, directors or
other department heads from
power and gas utilities, with
interests covering supply,
transmission, generation and
trading.
Acknowledgements
PwC thanks all the participants
who took time to participate in the
survey and the CEOs who have
added their perspectives on the
results. We take this opportunity
to also thank everyone who has
participated in the 15-year period
we have been conducting the
survey, both within PwC and in
the power and utilities sector.
Published May 2015

PwC helps organisations and individuals create the value they’re
looking for. We’re a network of firms in 157 countries with more
than 195,000 people who are committed to delivering quality in
assurance, tax and advisory services.
The Global Energy, Utilities and Mining group is the professional
services leader in the international energy, utilities and mining
community, advising clients through a global network of fully
dedicated specialists.
For further information, please visit:
www.pwc.com/utilities
This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not
act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or
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acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.
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