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Our Cases

DEVELOPING ROBUST AND FUTURE-PROOF REVENUE MODELS FOR A DUTCH GRID OPERATOR

Engagement

Identifying and assessing relevant business models and propositions in predefined energy scenarios. Important questions are (1) the testing of the robustness c.q. the degree of risk of the various propositions, (2) identification of the size of the non-regulatory activities, the associated investments, and the financing thereof and (3) the turnover potential and profitability of the propositions.

Background

Our customer is a Dutch grid operator and transports gas and electricity. In addition to this regulated activity, the company also offers commercial propositions such as metering services and installation of infrastructure. As a grid operator, the company has a key role in successfully shaping the energy transition.Developing a robust and future-proof earnings models for a Dutch grid operator 3

Customer's dilemma

The Netherlands is on the verge of a major energy transition. The minister has decided that the Netherlands will reduce gas production in the coming period. This is expected to lead to a decrease in the use of gas. A large part of the revenue of our customer is currently related to the transport of gas. A decrease in the use, and therefore transport, of gas can have far-reaching consequences for the company’s revenue model. In order to successfully shape the energy transition, it is important to develop a vision on the future portfolio, the level of investments and financing. In addition, the company wants to have a clear picture of the ‘no regret’ investments to minimize the risk of ‘stranded assets’.

Our contribution

JBR has analysed the possible future propositions and revenue models and tested these against the defined energy scenarios using relevant criteria such as turnover potential, strategic fit, legal framework and risks. For the propositions, which are deemed opportune, an estimate has been made of the turnover potential, investments and profitability. In order to have sufficient support during the energy transition, a strategic framework has been set up within which the various business units have to operate.

The result

The report has been presented to the Supervisory Board of the organization and agreement has been reached on the strategy to be followed in relation to the energy transition and the strategic framework. In addition, the report is an important part and basis of the organization’s multi-year plan.